JOUR 651 Lecture Notes - Lecture 82: Human Nature, Augmented Reality, Virtual Reality

6 views3 pages

periwinklemammoth360

16 May 2020

School

Ball State University

Department

Journalism

Course

JOUR 651

Professor

Robin Blom

For unlimited access to Class Notes, a Class+ subscription is required.

Document Summary

A case of an unstructured approach to reporting. With social media analytics, a lot of businesses overlook reports as the center of the strategy evolution. Some teams create reports but don"t focus as a unit over the reports. In these scenarios, those team members create individual side reports, with some directly using analytics tools to get some insights here and there. This kind of workflow doesn"t allow a team to progress because they continuously get stuck on the same issues. These team members suffer from lack of social media interest because they refuse to take the time to work together on their strategy. When you are in these situations, make sure to check that the reporting is playing its part. In a lot of cases, all you need to do to get into a cycle of improvement is adjust the reporting workflow. Luckily, there are tons of different ways to approach reporting.

Related Questions

#Using this assignment prompt below and your knowledge from yourreading, come up with three solutions on how to handle the problem.Write 250 words paper#

You take any and every chance you can to get out of the officeand away from your phone and e-mail. You are the sales manager andyour team is outstanding at getting new clients! Recently, your newboss Ethan was hired. He is in charge of scheduling and he's theproduction manager. As your team negotiates new sales, Ethan hasthe final say on the contract. He has to determine if it ispossible to get the order out on time. Since he has started twomonths ago, Ethan always says yes to every order and promises thatit will be on time, but he has yet to deliver.

You have had to take every call from all of the angry customers.Some of the orders are a few days late, but recently some of themhave been up to two weeks late. Customers are upset that the orderis late and are threatening to go elsewhere! You are stuck in themiddle of the sales team and your boss. Everyone is upset exceptfor Ethan. Just last week when you tried to talk to him about it hesaid, "The customers should be happy they are getting a gooddeal."

This has to be taken care of soon or you will lose a lot ofbusiness because the customers are not just talking to you, theyare beginning to post on social media. You have been asked by thePresident of the company to find some solutions that you willdiscuss in the meeting on Friday. You have to have three viablesolutions for the problem. Think creatively, your team and thecompany are counting on you. You also have decided to start threethings immediately that don't need approval from the managementteam right away. Share those as well.

rubyspider503

The vast majority of consumers have a relatively inflexible leisure budget. If a sports team moves to town, the money one spends taking a family to a game typically is money that is not spent at a local bowling alley, golf course, restaurant or theatre. The net effect on spending in the metropolitan area then is zero or very closes to zero. While sports teams may rearrange the spending and economic activity in an urban area, they are not likely to add much to it. An important exception to this reasoning occurs when sports teams attract new money into an area. If it were true, as the Boston Red Sox claim, that 35 percent of the fans at a typical game in Fenway Park came from out of state, then each game would bring tens of thousands of dollars of new demand to the Boston metropolitan area. Several qualifiers should be noted, however. First, the experience of major league teams in the various sports suggests that the general range of fans from "out of the area" is from 5 to 20 percent (Noll and Zimbalist, 1997a, chs. 2, 15; Crompton, 1995). Of course, this range depends on how one defines "the area." A strict definition of urban limits and, hence, a smaller radius around the stadium or arena, implies a larger percentage from outside the area. A combined metropolitan statistical area that includes several counties implies a smaller proportion of fans from outside the area. Thus, the smaller the radius, the greater the amount of "new spending." Conceptually, the benefit principle of taxation would imply that the delineated area should coincide with the tax jurisdiction that supports the construction and operation of the facility.6 Second, there is considerable evidence that out-of-state fans at most sporting events do not come to town because of the game. Rather, they are in town for business reasons, to see family or for other leisure activities. If they were not at the game, they would spend their money on other entertainment in the same city. Hence, their disbursements in and around the ballpark substitute for another local spending. Further, they may be guests of a local business or family who pays for the tickets and concessions, in which case there also is no new money attracted from outside of the area (Noll and Zimbalist, 1997b). Some stadium proponents have also argued that the local sports team attracts visiting media personnel from other cities. This, of course, is as true for journalists as it is for television or radio reporters and team members themselves. But there is no net contribution here because the inflow is offset by a similar outflow of team members and media personnel when the local team plays away games. Finally, in addition to attracting some new spending from out-of-state fans coming to ball games, professional sports teams also receive distributions of national television contracts and other funds from their central league office. To the extent that these funds remain in the local economy, additional new local demand may be attributed to a sports team. As we shall see in the next section, however, certain substantial leakages retard this effect.

1. Read the above sentences and explain how a substitution effect is relevant for evaluating the economic impact of professional sports franchises.

champagnellama936

Case Study 4: (25 Marks)

Alum Tubes Ltd manufactures aluminium cylinders that are used ina variety of products, such as scuba diving equipment and fireextinguishers. The company has just introduced a performancerelatedpay system in their smallest manufacturing plant. Employees willreceive bonuses, based on their work team exceeding the teamâsperformance targets. At this stage only three of the four workteams will participate in the scheme. If this system works well, itwill be introduced into all of the companyâs plants.

There are four teams, and each team has been given quarterlyperformance targets for (1) time taken in manufacturing cycle time,(2) material cost per unit and (3) production output (number ofunits produced). Two of the work teams are organised sequentially,that is, the output of Team A becomes the input for Team B. Teams Cand D both manufacture their product independently of the otherteams. However, teams C and D do share some equipment with Team B.Team D is not participating in the new performance-related payscheme. Team D has just introduced some new production technologyand therefore management believe the team is facing a steeplearning curve at present with this new technology, and the lack ofknowledge and experience would make it difficult for team D toachieve any performance targets at this stage.

A bonus pool of $10,000 has been set aside each quarter. Thisbonus is to be shared only among each of the participating teamsthat achieves their targets for the quarter and shared equallyamong the members of these successful teams.

The employees are excited by the new scheme. They can only gainby such a system. However, at the end of the second month, tempersstart to fray. Sam Smart, a member of Team B, takes his complaintsto the production manager, Adam Dolittle:

Sam: This new system is just not working. Team A is sabotagingour performance. How can we meet our performance targets when TeamA gives us faulty product to process? âThey have skimped on thequality of materials, so it takes us much longer to complete ourpart of the manufacturing process because of the amount of re-workto fix the products. We have had a 15% increase in the number ofunits we have had to scrap due to materials defects, which reducesthe number of units we can make in a day!. This is made worse whenthe purchasing department orders our material far too late (as theycan purchase materials cheaper if bought in larger quantities, butthis makes delivery slower), so we have to wait around fordeliveries. Also, someone has been leaving the calibrator machinein such a mess, so we waste valuable time resetting the gaugesbefore we can use it. I am sure it is a member of Team C. Thesystem is not fair. The other two teams are making their targetsand we are not- and it is not our fault! Additionally, John Grump,a member of our team, is clearly not working to capacity- and hisrewards will be the same as ours!â

Adam was not sympathetic. He has just had to deal with adelegation from Team D who is upset because they cannot share inthe performance bonuses.

Adam: Calm down Sam. I am sure that you are exaggerating. Theseproblems will iron themselves out over the next few months. It isup to each team to manage its performance. Go away and deal withthese problems.

Requirements:

1. If Adam Dolittle is wrong, then what features of theperformance-related pay system are causing problems? Support youranswer with an explanation. 5 marks

2. Are the three performance measures appropriate for assessingperformance and awarding bonuses? Explain your answer. 4 marks

bronzewoodchuck277

JOUR 651 Lecture Notes - Lecture 82: Human Nature, Augmented Reality, Virtual Reality

Document Summary

Get access

Related Documents

JOUR 651 Lecture Notes - Lecture 58: Scalability

JOUR 651 Lecture 83: Defining Stakeholders What Matters To Each One? And Who Matters Most To The Project?

JOUR 651 Lecture 67: Resources Can the Team Deliver a Quality Analysis in Time?

Related Questions