It is common knowledge that Web server application attlt is common knowledge that Web server application attacks have become common in today’s digital information sharing age. Understanding the implications and vulnerabilities of such attacks, as well as the manner in which we may safeguard against them is paramount, because our demands on e-Commerce and the Internet have increased exponentially. In this assignment, you will examine the response of both the U.S. government and non-government entities to such attacks have become common in today’s digital information sharing age. Understanding the implications and vulnerabilities of such attacks, as well as the manner in which we may safeguard against them is paramount, because our demands on e-Commerce and the Internet have increased exponentially. In this assignment, you will examine the response of both the U.S. government and non-government entities to such attacks.
You work in the administration of a major hospital in the Twin Cities. One of your tasks is the scheduling of one of the operating rooms in the hospital. The room is used for a specific elective surgery. You allocate a certain amount of time for a surgery; if the actual duration of the surgery exceeds the allocated time, the surgery scheduled next has to start later, and this usually results in overtime at the end of the day where surgery personnel have to stay late into the evening hours. If the actual duration of the surgery is less than the allocated time, the operating rooms remains idle until the next scheduled surgery, since the required resources for the surgery to start (staff, surgeon, equipment, patient) do not become available earlier.
You currently allocate 90 minutes for each surgery (from the beginning until the room is ready for the next patient). However, surgeons and personnel have voiced their opinion that they believe this is not enough time – too often do they run over, and too often do they have to stay late to resolve schedule overruns. The higher levels of the administration agree, since overtime work is generally associated with higher costs as well as possibly worse patient outcomes. You decide to manage this process more rigorously, and download data on 200 completed surgeries that contains information on the actual durations of the surgeries (beginning until the room is ready again), as well as some data on which surgery team was involved, and some patient specific data (Body Mass Index, or BMI of patient), see Surgery Data.xls.
Question 1: Your higher level managers in the hospital tell you that surgeries should finish within the allocated time 99% of all times. Calculate the amount of time you should allocate per surgery to make that happen. How much safety buffer is included in this number? (Note that the safety buffer is the difference between your allocated time, and the time it would take to complete the surgery on average)
Question 2: You try to understand the precise cost factors associated with allocating too much and too little time to a surgery. While opinions diverge, most of your colleagues tell you that a minute of being overtime is about 3 times as bad as a minute of finishing early. Can you use this information to revise how much total time (and buffer time) you would allocate to a surgery?
Assess the success or failure Starbuck’s has had from an integrative perspective. How does Starbuck’s strategy work?
Assess the success or failure Starbuck’s has had from an integrative perspective.
How does Starbuck’s strategy work?
How well does the company deal with internal weakness and internal advantages?
How well has the company done in seizing upon external opportunities, and handled outside threats by leveraging its strengths?
At the same time, how has its weaknesses exacerbated the threats and cause them to fail to take advantage of opportunities?
Has the company realized the mission and vision through dealing with exogenous threats and external opportunities?
1. What are the differences in how bottleneck and non-bottleneck work centers are scheduled under TOC? Why are these differences desirable?
2. Why should buffers be located in front of bottleneck work centers under TOC scheduling? How should the size of the buffers be determined?
3. What are the implications of not allocating material in a shop order after availability checking?
4. Provide some examples of static and dynamic scheduling problems.
1)The most obvious model introduced by thinking about organizations as “organisms” is the “life cycle” — new organizations come into being, mature, age, and die, just live all living things from amoebas to people. But it’s a lot harder for us to tell the “organic age” of an organization than it is that of a person (the same could be said for our telling the age of an amoeba, I suppose, but presumably other amoebas manage to do so). It’s even harder when you’re dealing with an organization which doesn’t have clear formal transition points. For example, the US military has been around for some 200+ years, and isn’t likely to pass away anytime soon. Ditto a lot of big companies. The “life cycle” model that’s quite informative when applied to Silicon Valley start-ups or online universities doesn’t help much, on the overall level.
But, there’s no question that within any large more-or-less permanent organization there’s a lot of coming and going – some parts are on the rise, some are going down. Virtually all of you have moved around between units, and I suspect that it hasn’t taken you long to tell the difference between an operation that’s “young” and one that’s “old”. So here’s the question: how do you tell the difference? And to what degree do the ways we tell the difference between an organization or organizational component that’s in the earlier stages of its “life cycle” and one that’s in the later stages resemble the ways we assess the life stages of individuals? Are there organizational analogues to gray hair and wrinkles? Are there transitions or clear changes that tell us our organization is aging? And finally, are we as individuals affected by the “age” of our organization, and if so, what do we do about it?
2) The brain metaphor is most useful in helping us to think about the idea of “knowledge” and how organizations create, maintain, and communicate data, information, and knowledge. Useful on some large levels, but it breaks down pretty quickly when we start to think about “units of knowledge” and the mechanics of transfer. In the organism, all its knowledge is the property of all parts of the system, with some minor qualifications. Your liver isn’t going to accept a better offer from your friend and go off to join him, taking with it all your knowledge about how to turn blood toxins into bile. But in the organization, knowledge is generally pretty clearly compartmentalized into human-sized chunks that move around individually, don’t always mesh well with each other, and often get very proprietary. Brains don’t have any internal issues of “intellectual property” — but organizations certainly do!So here’s the question: Is organizational knowledge basically equivalent to the knowledge possessed by the individuals in the organization? Or is there maybe something rather different involved? Are there aspects of managing organizational knowledge that go beyond — and maybe even sometimes conflict with — managing individuals who embody that knowledge? If you have any stories about these problems, it might be helpful to share them if you can.
Finally (and thinking about this part is strictly voluntary) – is this metaphor perhaps dangerous? We can’t really go too far wrong using the machine or organism metaphors – the worst that can happen is that they’re incomplete and leave stuff unaccounted for. But might not thinking of an organization as a “brain” lead us to some really misleading conclusions about organizational information and knowledge? Or am I just blowing this out of proportion?
3) Human beings love stories. Well, perhaps cats and polar bears also love stories, but since few of us speak cat or polar bear, we’re not really in a position to appreciate them in the same way. In all places and at all times, stories are the most effective medium of human learning – vastly more effective than any kind of direct instruction or advice or even modeling behavior. Stories take us intact inside situations, and let us participate in these situations in relatively trauma-free ways. In many ways, culture can be seen simply as a collection of more or less similar stories told by those on the inside to those whom they would have join them. Learning the culture is in fact learning the stories that define the culture. For the most part, this transmission of culture is not self-conscious – that is, neither those telling the stories nor those hearing them are consciously trying to transmit culture.
All of us who have had the experience of moving from one organization to another have experienced cultural shifts. Likewise, by the time we reach adulthood, most of us have considerable facility in moving into and joining new cultures, and we generally don’t think a whole lot about it, unless the differences between the old and new cultures are fairly dramatic. The reason we don’t need to think a lot about it is that we are carefully attuned to listening to the stories, even if they’re not being told directly to us, and extracting lessons from them — it’s one of the most basic human skills.
Think a little bit about the issue of stories and culture and see if you can understand how this works in a more systematic way then you’re accustomed to. Think back on some cultural change you’ve been part of in the not too distant past (or the distant past, if that’s more informative) and see if you can remember some key brief story that was particularly important to you in helping you learn how to be part of the new culture. It might be something told directly to you, or maybe something you just learned about. If you can, try to describe this story briefly to your colleagues. What was it about? Who was involved? What was its moral? Was it intended to be instructive, or was it accidentally so? What made it particularly instructive to you? Why do you remember it? If you don’t have a story of your own, please participate by asking questions of those who do have stories. Try to get them to be more analytical, and more informative. And feel free to offer your own comments and suggestions about what makes stories memorable and instructive, about the uses that managers might make of these culture transmission mechanisms, and about any other aspect of the process of entering and learning organizational cultures. I’ll be most interested to see what we come up with here.
4) There’s a body of literature devoted to a concept called “Substitutes for Leadership”. Basically, the idea is that organizations can develop a set of structural characteristics and cultivate characteristics in their members such that actual “leadership” on the part of particular individuals is either unnecessary or, in some cases, actually undermined. There are three sets, briefly:
– Characteristics of Subordinates: Ability and experience, Need for independence, professional orientation, and Indifference towards rewards
– Characteristics of Tasks: Routineness, Availability of feedback, and Intrinsic satisfaction
– Characteristics of Organization: Formalization, Group cohesion, Inflexibility, and Rigid reward structure
You can read more about this approach if it interests you at http://www.allbusiness.com/human-resources/employee-development-leadership/468041-1.html, but it’s not really necessary to discuss this question; you get the general idea. If the organization has a strong management culture, the work is heavily structured, and the individuals are internally motivated toward doing the job, then active leadership may be more of a hindrance than a help. What this really amounts to is making the political system of the organization less subject to individual manipulation.
So what do you think of this idea? Are leaders always really necessary, or can we make things work ok even if we don’t have them? What sorts of situations might be helped by cultivating such a “substitute leadership” environment? Are there situations where this might be a bad thing? What about you personally – do you want a leader, or would you prefer essentially to be your own leader? It’s one way to make organizations less political – but is it worth it? What do you think?
Understanding peer dynamics is a very important aspect of child relationships, especially when the child reaches the teenage years. These peer group dynamics become a powerful tool for shaping behavior in positive and negative ways.
Using the module readings, the Argosy University online library resources, and the Internet, research peer group socialization mechanisms and peer group dynamics. Then, do the following:
- Select one age group to which you want to apply your analysis of peer group socialization mechanisms and dynamics.
- Select one of the following:
- One peer-group mechanism (such as reinforcement, modeling, punishment, or apprenticeship)
- One peer-group dynamic (such as inclusion/exclusion, clique inclusionary/exclusionary techniques, bullies and victims, gangs, peer collaboration, tutoring, or counseling)
Based on your choices and research, respond to the following:
- Explain how your chosen mechanism or dynamic for one child shapes the behavior of another. For example, how does the reinforcement of one child’s behavior impact the behavior of another child?
- How could some of the following developmental tasks of your chosen age group be influenced positively or negatively by your selected mechanism or dynamic?
- Belonging needs
- Social interaction
- Getting along with others
- Moral and value development
- Personal independence
How does a company use computers to improve operations? What could be done to ensure the integrity of data stored in electronic format?
What do you think about organizations as Learning Organizations and disseminating information throughout a organization? Is this realistic and sustainable?
Choose an advertisement and elaborate on how the ad uses verbal and non-verbal resources of communication. The analysis should include a discussion on what features are intensified or downplayed and how. Terms associated with language intensification such as association, repetition, and composition and terms associated with downplay such as components of double-speak—omission, confusion, jargon, euphemism—should be addressed.
Discuss why budgets, schedules, and key success factors are essential to operations control and evaluation. Please include references if used.
If you were a CEO of an organization, how would you go about evaluating your flagship department and make improvements?
Do you see where changing the name and improving customer service allows an organization to completely change its reputation and re-group? Why or why not?
What were the advantages and disadvantages of the North and South during the war? Be sure to address not only domestic factors but foreign policy as well. Ultimately, why did the North win?
What are the guidelines for the brainstorming process? Identify two problems on or off the job for which you think brainstorming would be effective.
Amy Touchstone Wants to Shape Up the Club
Amy Touchstone, 27, is feeling great these days, having
just been promoted to director of operations at
the East End Athletic Club. For two years previously
she worked as an administrator and receptionist at
the club, which offers a wide range of fi tness equipment,
ten indoor tennis courts, six squash courts,
one basketball court, and a variety of fi tness programs
Reporting to Touchstone is a staff of ten people,
three of whom are full-time workers, and seven of
whom are part-timers. Her main responsibilities are
to ensure that the club is running smoothly, outside
of athletic programs and marketing. The billing offi
ce and custodial staff report to Touchstone.
When Touchstone asked her boss, the club manager,
what she was supposed to accomplish as the
director of operations, she was told, “East End isn’t
nearly as effi cient, clean, and sharp as it should be
for the rates we charge. So go fi x it.” Touchstone
liked these general directives, but she thought that
she would need to arrive at a few specifi c ideas for
Based on a technique she learned in a marketing
course, Touchstone decided to dig into the responses
in the club member suggestion box that is located at
the front desk. Amy dug back into three months of
suggestions. The key themes for improving the club
as revealed by these suggestions were as follows:
■ Stop charging us for everything, such as using
the tennis courts, if we are already paying hefty
■ The men’s locker room is horrible because of the
way the guests throw their towels on the fl oor.
These guys have no respect for the club.
■ Some of the staff don’t seem interested in the
members. Sometimes they are talking to each
other when they should be paying attention to us.
We are put on hold far too often when we call the
■ Some of the people who work here act like they
are doing us a favor to let us use the facilities.
Amy reviewed the negative themes she found
among the suggestions, and then discussed them
with Joe Pellagrino, a fi tness coach whom she had
known for several years. Pellagrino said, “Don’t
worry about a handful of complainers. Only the
people with a gripe bother to put something in the
Amy thought to herself, “Joe could have a point.
Yet those suggestions seem pretty important. I
should start taking action on improvements tomorrow.
I have to think of a good way to approach the
- What personal characteristics of a leader should
Touchstone emphasize in bringing about improvements
in the operation of the East End
- What leadership roles (review Chapter 1) should
Touchstone emphasize in bringing about improvements
in the operation of the club?
- What do you recommend that Touchstone do
next to carry out her leadership responsibility of
- Please select from one of the following topics, which are addressed in the course textbook, Introduction to Computer Literacy:
- Collaborative Technologies (Chapter 1)
- Ethical Concerns in Computing (Chapter 1)
- The Digital Divide (Chapter 1)
- Open Source Software (Chapter 3)
- The Impact of Mobile Computing (Chapter 4)
- Social Networks (Chapter 7)
- Protecting Copyrights and Intellectual Property (Chapter 8)
- Plagiarism and Online Education (Chapter 8)
- The Future of Cloud Computing (Chapter 9)
- Return to the textbook, and review the pages in the chapter that pertain to your selected topic.
- Log in to the Ashford University Library and conduct a search on that topic.
- The INF103 tutorial will walk you through the basic steps of doing a search for scholarly sources within the Ashford University Library. A transcript of this video can be accessed through your online course.
- Select two scholarly sources to use in your paper, in addition to the textbook. For each source, write down the author information, date of publication, title of the article, the publication information (journal title), and the database from which you retrieved the article. You will need this information when you create your references for the sources.
2-1 Basic Estimating Problem
Your company is installing a new piece of machining equipment and a robotic arm. Your manager asks for the project costs by cost category as well as the total amount. Given the following information, develop a base cost estimate by grouping costs by Equipment / Material (items 1 – 4), Installation / Labor (items 5 and 6), and Overhead (items 7-9).
1. Two pieces of equipment costing $ 15,000 and $ 35,000
2. Material required for electrical hook-up is 400 feet at $ 25 per foot
3. Controls for each piece of equipment are estimated at $ 600 each
4. Required start-up material is 3,700 pounds at $ 2.70 per pound
5. Company labor for installation requires two maintenance specialists for two days at eight hours per day and $ 35 per hour
6. Contract labor is estimated at a fixed price of $ 7,500
7. Engineering is estimated to be 15% of (equipment / material) cost based on past experience
8. Inspection is estimated to be 3% of (labor) cost based on past experience
9. General and Administrative expenses are estimated to be 5% of the total of (equipment / material) and (labor) based on past experience.
Note: For this problem, only items 5 and 6 are considered “labor” for the purpose of calculating items 8 and 9.
Check answer: Total project cost = $94,737.60
Write and post client and server programs to implement a reliable File Transfer Protocol (FTP) using UDP. Your program should take the following into consideration:
- The client will request chunks of a file from the server. If the client does not receive some chunks back after a certain period of time, the client will ask for those chunks again.
- The client can request multiple chunks of data in one request and can handle multiple replies from the server.
- The client should be able to handle overlapping chunks of data, find missing chunks, and only request missing data, not the entire window worth of data, to be retransmitted.
- The client will send a request message to the server and then wait for data messages in reply. If the client does not receive a valid response before a time-out occurs, it will retransmit the request. If, however, the client receives some valid replies, it will transmit a request for missing data in each gap before requesting for new data. A retransmission request is made in each gap before requesting for the new data. Retransmission is done for a maximum of four times. A selective retransmission request is considered a separate request.
- The server will listen at a given port for client requests. If it receives a well-formed request, the server will respond with the data message. However, if the server encounters an error, it will send an error message.
Define a problem within your current work situation that requires action and the research to resolve. If you do
Define a problem within your current work situation that requires action and the research to resolve. If you do not have a current position select something from an old employer or something you see in your community.
You will Provide:
(1) A Brief description of the type of decision needed to be made
(2) Why you think this needs to be done
(3) What is the impact if it is not done
How can religion affect a multicultural workplace? How might management ensure sensitivity to each person’s religious beliefs in a multicultural workplace?
How can we take the jealousy that others display and improve the overall situation within the environment?
What can be some of the ramifications when staff are demonstration jealous tendencies?
What can we as managers/leaders due to decrease the potential for jealous outbreaks within the department/organization?
Do you see where an individual’s body language plays a role in perception of displaying ego and self confidence? Why or why not?
There are three primary romantic attachment styles. One quick way to discover your romantic attachment style is to choose which of the following descriptions best describes you. Take a minute to do this:
Secure attachment style: I find it relatively easy to get close to others and am comfortable depending on them and having them depend on me. I do not often worry about being abandoned or about someone getting close to me.
Avoidant attachment style: I am somewhat uncomfortable being close to others. I find it difficult to trust them completely and difficult to allow myself to depend on them. I am nervous when anyone gets too close, and often, love partners want me to be more intimate than I feel comfortable being.
Anxious/ambivalent attachment style: I find that others are reluctant to get as close as I would like. I often worry that my partner does not really love me or will not want to stay with me. I want to merge completely with another person, and this desire sometimes scares people away. (Kenrick, Neuberg, & Cialdini, 2007 p.270)
In a 2- to 3-page paper discuss the following:
- Based on the above descriptions what romantic attachment style best describes you?
- How has this attachment style affected your past and/or current relationships?
- How has this attachment style also affected your non-romantic relationships?
- Is your romantic attachment style similar to the attachment style you had with your parents when you were young?
- If it is the same why do you think it has not changed? If it is different what experiences as an adult do you think lead to this change?
- What type of situations might an adult experience that would shift their childhood attachment style to a different adult romantic relationship style?
- Secure (as a child) to anxious/ambivalent (as an adult)
- Avoidant (as a child) to secure (as an adult)
21 OCT What are your thoughts on evaluating an employee’s performance based on what a manager thinks he or
What are your thoughts on evaluating an employee’s performance based on what a manager thinks he or she deserves as opposed to what his or her work entails? Support your rationale with two to three examples.