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(EOQ model) Division X is growing and is in constant need of trained employees. The demand rate for trained employees is relatively constant at 5 each month. The division can run a training program that costs $5,000 per offering regardless of class size. Students graduate with a certificate and a $100/week pay raise. The raise is operative even if they attended the training before the new job is open and they continue with their old job (until they are reassigned to a higher-skilled position). What class size is optimal and how many classes should be offered every year? [Hint: You need not consider anybody%u2019s salary or career after they take their higher-skilled job.]
How do centralization, standardization, and horizontal differentiation affect the shape of the organization? In what ways can the informal organization and the norms and values of
When a government is corrupt and it is taking the life of innocent people, do we have the moral right to destroy the government by force? Please explain with specific ethical reaso
What is Divine Command theory? Given the power gap between God and humanity how do we make the moral demands work? How do we make Divine command theory work?
Which best describes the client's role in the Generating Ideas stage of CPS? a. listens carefully to the ideas generated by the resource group. b. tells the resource group immediat
Beth advertised her 2005 Corvette for sale on the Internet. In her advertisement, she falsely stated that the vehicle had only been driven 60,000 miles when in fact it had been dri
What does the concept of interactive design mean for a service such as the adventure playground described in this case study?
Relation of Process Design to Types of Process Flow There is a definite relationship between the production process and process flow. For continuous manufacturing the methods an
Would Japan benefit from Globalization?
Section 5 Assignment 1. Describe an approach to a business diversity program that would be pragmatic and ethical. 2. What are three possible explanations for the hesitancy to discu
1) Which purposes of performance management did the appraisals described in this case fulfil? Which purposes did they not fulfil? 2) How can managers and HR departments minimize th
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