social media / interactive communication

social media / interactive communication

1.  In today’s marketplace social media is dominating people’s lives and many organizations are still trying to understand SMs importance and value.  If you were consulting with a business looking to use SM in its relationship strategy how would you advise them to use social media a channel for their CRM? (marketing) 

2.  Most organizations and companies have gone, or are going digital. Social media experts are needed, regardless of the type of organization or company. Will you be a company’s next didgital rockstar? After watching the “Digial Rock Star” video, do you think this could be your next job? Explain, and cite while explaining (communication)

https://www.youtube.com/watch?v=tbTeb-YTW5U

3.  Find an online job posting for your “dream” interactive communication job. Spend your discussion post writing about your “dream” interactive communication career. Don’t forget to cite the book you read! (communication)

Government spending and money multiplier

Government spending and money multiplier

2.  Christina Romer and Jared Bernstein in “The Job Impact of the American Recovery and Reinvestment Plan” calibrated the impact of the proposed expansionary fiscal policy (we know it as an increase in G and/or a lower T) on jobs and GDP growth (Click Here for paper). In order to do so, they make assumptions about the size of Government spending and tax multipliers.  One important assumption is contained in the paragraph below about the level of the federal funds rate:

 

” For the output effects of the recovery package, we started by averaging the multipliers for increases in government spending and tax cuts from a leading private forecasting firm and the Federal

Reserve’s FRB/US model. The two sets of multipliers are similar and are broadly in line with other estimates. We considered multipliers for the case where the federal funds rate remains constant, rather than the usual case where the Federal Reserve raises the funds rate in response to fiscal expansion, on the grounds that the funds rate is likely to be at or near its lower bound of zero for the foreseeable future.

So in this question, we are going to employ some of the tools that we have acquired throughout the semester to understand how this assumption, “that the funds rate is likely to be at or near its lower bound of zero for the foreseeable future,” effects the government spending and tax multipliers.

 

2. a) In this question, we are going to compare the size of the Government spending multiplier under two different assumptions: i) the Fed sits on their hands so that when G rises, r rises with it (the standard case), and ii) the Fed accommodates the (real) shock to money demand so that real interest rates remain constant.

 

In the space below, draw 4 diagrams (label them 1 through 4) with 1) a closed economy desired saving; desired investment diagram, followed by 2) an IS – LM diagram followed by 3) a money market diagram followed by 4) an aggregate supply ; aggregate demand diagram.  

 

We begin at our initial point A which is at an output well below potential GDP (i.e., there is a significant ‘output’ gap). We let G rise and with the assumption that the Fed sits on their hands (assumption i) above) we move to point B, which corresponds to an output closer to potential GDP, but still not quite there.  We then assume assumption ii) above so that the Fed accommodates the real shock to money demand to keep real interest rates constant.  This assumption takes us to point C, which is at potential GDP (i.e., the output gap is gone!). 

 

Start at an initial equilibrium and label as point A in all diagrams, with all the associated market clearing variables denoted by subscript A.  For example, in your IS – LM diagram, the interest rate that clears the goods and money market is labeled as rA with the associated output at YANote importantly that we are assuming fixed prices throughout this exercise. Now let G rise to G’ and show how all your graphs are affected.  In particular, locate point B in all graphs makingsure you refer to each graph separately explaining the intuition of the movement from point A to point B. Note, we are assuming assumption i), the Fed sits on their hands and does not accommodate the shock to real money demand.

 

2. b) We now apply assumption ii), the one Romer and Bernstein use“that the funds rate is likely to be at or near its lower bound of zero for the foreseeable future.” In terms of our analysis, the Fed is going to make sure that real rates remain at their initial level (i.e., they totally accommodate the real shock to money demand). Show this accommodation as point C on all of your diagrams. Recall that we are at full employment/potential GDP at point(s) C.  Again, make sure you refer to each graph separately explaining the intuition of the movement from point B to point C

 

2.c)  Now compare the government spending multiplier under assumption i) no Fed accommodation and ii) the Fed accommodates the real shock to money demand.  Be specific with regard to the multiplier as well as the intuition. To support your intuition, draw two diagrams: the user cost = MPKf and the two period consumption model clearly locating points A, B, and C.  Referring to your 2 graphs, explain the intuition as to why we move from point A to point B as well as why we move from points B to C. Be sure to label your graphs completely or points will be taken off.  Make sure you relate your discussion of your two graphs to the difference in the multiplier depending on what the Fed does or doesn’t do.

 

2.d) The real business cycle economists (RBC theory) came up with a story that explains exactly why money is a leading and pro-cyclical variable.  In the space below, draw a money market diagram on the leftan IS/LM diagram on the right (label completely) and an aggregate demand / aggregate supply diagram below the IS/LM diagram.  Discuss how the real business cycle economists (RBC) addressed this empirical reality (explain using your diagrams). Starting at the initial equilibrium, point A, let the shock that the RBC theorists use to explain this money – output correlation occur and assuming the Fed does not react, locate the new equilibrium as point B (assume prices are perfectly flexible, consistent with RBC theory). Comment on the desirability of thisadjustment in the context of the Fed’s price stability objective, from a monetary policy perspective, and from a macroeconomic perspective (i.e., behavior of consumers and firms).Now consider the case where Fed does their job (recall, the Fed takes their dual mandate extremely seriously) so that these undesirable results do not occur and label as points C. Is money leading and pro-cyclical given the Fed’s behavior?  Explain. Why is this model referred to as reverse causation?  Finish your essay by commenting on how RBC economists explain the business cycle (recurrent fluctuations in output) as well as their thoughts on whether or not policymakers, both monetary and fiscal policymakers should conduct active countercyclical policy.

 

 

2.eThe New-Keynesians came up with their own story as to why we observe this positive money – output correlation.  Begin with discussing why the New Keynesians believe that prices are sticky in as much detail as possible.  Then use the efficiency wage theory/model to buttress (support) your argument (i.e., why does the efficiency wage theory play a critical role in explaining why firms are willing to produce more output at the same price?)  Draw two graphs, one showing the effort curve and the efficiency wage (be sure to explain how firms pick the efficiency wage) and the other being a labor supply labor demand diagram with the assumption that the efficiency wage (w*) is above the market clearing (classical) wage (wclass).  Why is this model so attractive in dealing with the empirical reality in labor markets that the classical school has such a hard time with and what is the empirical reality we are referring to?  Now draw two more diagrams depicting what is happening in the product markets (demand, marginal revenue, marginal cost and profits) and why firms are willing to change output at the given price level (short run), given a positive shock to (aggregate) demand? Be clear as to why exactly firms are willing to act like a ‘vending machine’ in the short run (be willing to increase output at the same price).  Is this firm behavior, being willing to increase output at the same price, consistent with the firm’s profit maximizing objective?  Why or why not?

Case study – Big Changes for a Small Hospital

Case study – Big Changes for a Small Hospital

Read and answer the questions to the Hospital case study.

Big Changes for a Small Hospital

As F. Nicholas Jacobs toured the Windber Medical Center facility, he was dismayed by the industrial pink-painted walls, the circa-1970 furniture, and the snow leaking through the windows of the conference room. Employees earned 30 percent less than their counterparts in the area, and turnover was steep. As Windber’s newest president, Jacobs knew he was the facility’s last hope—if he couldn’t successfully turn around the aging facility, it would mean closing the doors forever.

Coming to Windber Medical Center in 1997, Jacobs was keenly aware that the hospital could be the next in a series of small hospitals that had fallen victim to a struggling economy. Determined to see that not happen, he began by making connections with the employees of the hospital and the community at large. Jacobs’s first step was to interview the employees to find out firsthand what they wanted for the Windber community and the medical center. He also looked to members of local community groups like the local library, the Agency on Aging, and local politicians and asked these groups what they wanted from their local medical facility. When Jacobs realized that octogenarians made up a larger percentage of the population in Windber, Pennsylvania, than in all of Dade County, Florida, he made it a priority to provide more options to seniors for improving their health and quality of life. He set forth a vision of a medical center that was more of a community center—a center that would allow members of the community to exercise in a state-of-the-art facility while having access to professionals to answer health-related questions. Jacobs realized that keeping people in the community both physically and mentally healthy also meant keeping the hospital financially healthy. He made the center’s new preventative care philosophy clear to the public: “Work out at our hospital so you can stay out of our hospital.”

Jacobs’s efforts have paid off—in an era when small hospitals are closing left and right, Windber Medical Center is thriving. Under Jacobs’s leadership Windber has established an affiliation with the Planetree treatment system, which integrates meditation, massage, music, and other holistic methods into traditional health care. Windber’s wellness center, which offers fitness training, yoga, and acupuncture, among other treatments, opened in January 2000 and now generates over $500,000 annually. Gone are the pink walls and dated furniture—replaced with fountains, plants, and modern artwork. Jacobs recruited a former hotel manager to oversee food service. And despite the dismissal of about 32 employees (those used to a more traditional hospital setting had a tough time in the new environment), the staff has nearly doubled to 450 employees, and pay has improved. Windber has raised more than $50 million in public and private funding and has forged research partnerships with the Walter Reed Army Health System and the University of Pittsburgh, among others. The Windber Research Institute, Windber’s heart disease reversal pro- gram, has treated about 250 patients.

1. Consider the factors from the situational leadership theory outlined in Figure 13.4. Apply these factors to Jacobs and Windber.

2. How do you think Jacobs would score on the least preferred co-worker (LPC) scale? Why?

3. Based on the success of Windber, in what range would you guess the overall situational favorability might fall for Jacobs on the continuum illustrated in Figure 13.6?

Sources: http://www.careerjournaleurope.com/columnists/inthelead/20030827 inthelead.html; http://www.haponline.org/ihc/hospitalshealthsystems/models2.asp; http://www.post-gazette.com/pg/04013/260747.stm.

Recruiting and Sourcing

Recruiting and Sourcing

Assessment Instructions

In this assessment, you will focus on the process of recruiting candidates for the position you have chosen to examine throughout the course. Weiler (2013) offers the following two definitions of recruitment:

  1. “[It is] a process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected.
  2. It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force.”

Use the Capella library, scholarly resources, and professional journals to research recruiting and sourcing strategies that would be appropriate for the position you have chosen. To get started, you are encouraged to refer to the suggested materials linked in the Unit Resources.

Write a 2–3 page paper that addresses all of the following points related to recruiting and sourcing:

  • Analyze competitive factors and organizational needs that affect the recruitment process for your chosen position.
  • Describe how the chosen strategies align the needs of the organization with competitive factors in the marketplace.
  • Explain the advantages and disadvantages of utilizing sourcing methods.
  • Describe and justify sourcing methods that will be utilized for a position being recruited.
  • Evaluate and select effective recruiting strategies for your position.
  • Describe the talents of the ideal candidate you would select for the position being recruited.

Refer to the Recruiting and Sourcing Assessment Scoring Guide to ensure that you meet the grading criteria for this assessment. Cite a minimum of three resources for this paper, listing them on a References page in APA format. (The References page should not be counted in the number of pages for the assessment.)

Amazon Financials explained

Amazon Financials explained

Amazon Financials explained

What is the current financial situation of Amazon, include liquidity, debt, activity, etc. 

What is Amazon’s policy on capital investment

Opinion on Amazon’s recent balance sheet, income statements, and financials overall for 2014

I am currently working on a strategic management plan for Amazon.  This is phase 3 of what I will be compiling.  If this works out I assure you I will come back to you for many, many, more questions and this will all add up for you over time

Due Sunday before Midnight. Serious tutors only!!!!

Due Sunday before Midnight. Serious tutors only!!!!

A firm currently uses 50,000 workers to produce 200,000 units of output per day. The daily wage per worker is $80, and the price of the firm’s output is $25. The cost of other variable inputs is $400,000 per day.

Assume that total fixed cost equals $1,000,000. Calculate the values for the following four formulas:


Total Variable Cost = (Number of Workers x Worker’s Daily Wage) + Other Variable CostsAverage Variable Cost = Total Variable Cost / Units of Output per DayAverage Total Cost = (Total Variable Cost +Total Fixed Cost) / Units of Output per DayWorker Productivity = Units of Output per Day / Number of Workers

Complete the following:


Calculate the firm’s profit or loss.Compare the firm’s output price and the calculated average variable cost and average total cost.
Should the firm shut down immediately when the total fixed cost equals $1,000,000?If the firm can operate at a loss in the short run, how many employees need to be laid off for the company to break even? (Assume that after layoffs, the remaining workers maintain output at 200,000 units per day.)To calculate the number of workers to be laid off, divide the loss for the two situations by the daily wage per worker.Given a lower number of employees now working at the company, what is the change in worker productivity?

Provide a report to management of the firm that discusses what should be done.

Be sure to show your work to support the decision you outline in your report.

Please submit your assignment.


Blue Mountain Resorts Limited Case Analysis

Blue Mountain Resorts Limited Case Analysis

BlueMountainResortsLimited (1).pdf Case Analysis Paper

Read the Harvard Business Review Case Study: Blue Mountain Resorts Limited: The Night Skiing Decision.

In this case study, a large Ontario ski resort faces a decision about whether to invest in facilities for night skiing. Demand is very uncertain, so the management undertakes a market research study. Day skiers at the facility are surveyed about their potential interest during the months of February and March. The resort’s management is suspicious about the validity of the results of the research, but has no time to collect further data.

Compose a 3–4 page paper (plus Title page and References page) and analyze the case using the following outline:

  1. Identification of the Issues

    • Identify the major opportunity/problem faced in this case.

    • Identify the major decisions that need to be made.

  2. External Analysis

    • Evaluate factors outside the organization that should be taken into consideration when making a decision.

  3. Internal Analysis

    • Evaluate factors inside of the organization that should be taken into consideration when making a decision.

  4. Alternatives

    • Select possible alternatives to take advantage of the opportunities or solve the problems identified.

    • Evaluate the strengths and weaknesses of each alternative.

  5. Decisions and Implementation

    • Propose a solution to the problem.

    • Defend your proposed solution by citing information from the case and our textbook or from other knowledge that you have gained from your experience or research; be as specific as possible.

  6. Measuring Results

    • Choose methods to measure results.

    • Predict what you will do if your plan fails and describe your contingency plan.

Analyzing Leadership Decisions (11 slides presentation) professional work needed

Analyzing Leadership Decisions (11 slides presentation) professional work needed

a narrated PowerPoint presentation giving an analysis of an ineffective or poor leadership decision. You can use a well-known leadership decision such as the 2011 decision to split Netflix, which resulted in serious financial losses for the organization, or you can use another example that you are aware of.Your project must include the following:

Research a leadership decision that was ineffective or did not lead to desired results.

Evaluate the leadership decision including why and how it was made.

Include the problem that may have precipitated the decision as well as the process the leaders involved in the decision-making process appeared to follow.

Critique this process and recommend changes using Decision theories and methodologies.

Present a strong case for how your recommendations could have altered the decision that was made and led to a more effective result for the organization.

It must be evident in your project in both your notes and your narration that you are using Decision making theories to support your evaluation, critique and recommendations.

Your presentation should be 9-11 slides (NOT including the title and research references slides) with notes and narration to support the content on your slides. You should use at least three credible outside sources to support your work, and all citations must be formatted according to academic writing standards and APA style guidelines.

BUS330 Contract Admin & Management Week 4, Discussion 1

BUS330 Contract Admin & Management Week 4, Discussion 1

“Mentor Protégé Program” Please respond to the following:

  • Imagine you find yourself unemployed in this current economic environment. From the 
    e-Activity, analyze the subcontracting opportunities that you discovered and discuss which one is best suited for you and state why.
  • Evaluate how the Department of Defense Mentor-Protégé program is useful for a small-business owner contracting with the federal government for the first time.