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THEA 101 Lecture Notes - Lecture 1: Polybus Of Corinth

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School
University of Illinois
Department
Theatre
Course
THEA 101
Professor
Allyson May

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Document Summary

Scenic design: during the play oedipus rex i conceived the scene of the play to be in athens, greece in the 1980s. I chose the 1980s because this was before the internet was invented. During the play oedipus rex it has a messenger that comes to deliver the announcement that king polybus had died. I wanted to follow along this similar path because even though the telephone was invented before the 1980s the internet was not. With the setting being in athens, greece i imagine that there would be very few telephones in this area in this time period so word of mouth is the best way for news to travel. Greece because no one has lived there for a few millenniums and athens is a well-known city in greece. Costume design: the costumes would involve brown boots because of the traveling that has said to be done during the play.

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Related Questions

I need for you to look at a couple of things and give me some guidance.

The workers in the assembly department are paid three different wages. Senior Assemblers, who have been with the company for more than five years, are paid $15 per hour. Experienced Assemblers, who have been with the company between one and five years, are paid $12 per hour. Novice Assemblers, who have been with the company less than one year, are paid $10 per hour. Assemblers from each class can perform the assembly tasks necessary to assemble a unit of XYZ but with more or less efficiency. I expect it to take four (4) direct labor hours to assemble each unit of XYZ.

When we developed the standard labor cost for the assembly department, we expected that 20% of the hours worked in the department would be performed by Senior Assemblers, 50% by Experienced Assemblers, and 30% by Novice Assemblers.

During May, 800 units of XYZ were produced using 3,360 hours of assembly labor. Because of an unforeseen expansion in the demand for XYZ, this was many more hours than expected. Therefore, Senior Assemblers worked 15% of the labor hours, Experienced Assemblers worked 45%, and Novice Assemblers worked 40%. Please address the following:

Determine the standard assembly labor cost per hour.

Determine the actual assembly labor cost per hour during May.

Compute the direct labor rate and efficiency variances for May. Don't forget to indicate whether those variances are unfavorable or favorable.

Based on the information given, what action, if any, would you expect me to take in response to the labor variances that you computed in part (3)?

Also, I am concerned about what’s going on in the cafeteria. The standard cost of mozzarella cheese that goes into our pizza is 1/2 pound per pizza @ $2.50 per pound. The standard price per pound is the price that we have paid for cheese for the last few months. We normally use about 2,000 pounds of mozzarella each month. In the past, mozzarella has been purchased 1,000 pounds at a time. For May, our purchasing agent was offered a 6% discount on the price per pound, to $2.35, if we purchased 2,000 pounds at a time. He chose to do so.

Compute the direct materials price variance and indicate favorable or unfavorable on the purchase of 2,000 pounds of cheese at $2.35 instead of the standard price of $2.50. NOTE: I am asking for just the PRICE variance.

In the past, about 1% of the cheese was thrown out due to spoilage. In May, because of the larger quantity purchased at once, 10% of the cheese spoiled and was thrown out. Did the favorable direct materials price variance that you computed in part (1) reflect a situation that was favorable from the standpoint of the company? Support your answer with computations. (Hint: think about the money lost due to the spoilage, both under the old way [1,000 pounds at a time times 2] or the new way [2,000 pounds at a time].)

During May, 1,800 pounds of cheese were used to produce 3,580 pizzas. Compute the May direct materials quantity variance and indicate favorable or unfavorable. NOTE: I am asking for just the QUANTITY variance.

What role does spoilage play in your answer to part (3)?

Scott Mcnealy and Sun Microsystems

Abstract:

Scott McNealy had been the CEO of Sun Microsystems, a company that he had co-founded in 1984, for 22 years. In April 2006, he announced his decision to step down in favor of Sun's president and COO Jonathan Schwartz.

This case study discusses the various events at Sun under McNealy's leadership. It traces the company's growth from a small startup in the mid 1980s to one of the driving forces behind the internet economy in the 1990s. It also talks about the events that led to Sun's decline in the early 2000s, and McNealy' failure to arrest this decline. The case concludes with a discussion of the leadership change at Sun and whether Schwartz was the right person to give the ailing company a new lease of life.

Questions:

1.What is the role of its founder in its initial success and later troubles?

2.Why developing cutting edge products does not automatically translate into financial success?

3.What is the importance of flexible business models, especially in markets with rapidly evolving technologies?

INTRODUCTION

"Scott (McNealy) is kind of like Moses. (He) led the world to the land of milk and honey, but he got left behind."

- Paul Saffo, director, Institute for the Future,1 in 2004.2

"Sun has been a labor of love for me for since 1982 and it has been an honor and privilege to serve as its CEO for the past 22 years. We've helped shape the industry as it is today, and the opportunities before us are immense."2

- Scott McNealy, co-founder, chairman and former CEO of Sun Microsystems, in 2006.3

The End of an ERA

In April 2006, Scott McNealy (McNealy), the co-founder of Sun Microsystems, Inc. (Sun), announced that he would step down as the CEO of Sun in favor of the company's president and Chief Operating Officer (COO) Jonathan Schwartz (Schwartz). This was significant news for the IT industry, as McNealy had been at the helm of Sun for the last 22 years and had steered the company through a series of ups and downs in the industry.

The announcement was made on the same day that Sun announced a loss of $217 million4 for the quarter ended March 31st 2006, (taking the company's cumulative losses since 2002 to a staggering $4.5 billion).

It was not a surprise as Wall Street had been calling for McNealy's resignation since the early 2000s when Sun first went into decline following the bursting of the dotcom and telecom bubbles in 2000 and 2001 respectively. Between fiscal years 2001 and 20055, Sun saw its sales fall 39 percent and its share price plummet from a peak of $64 in mid 2002 to around $4 by 2005. Following the announcement of McNealy's exit, the stock gained 8.6 percent in extended trading and reached its highest level of the year at $5.41 (Refer Exhibit I for Sun's share prices).

McNealy said that the leadership change was a part of the company's succession planning efforts, and that he was looking forward to playing the role of 'chief evangelist' within Sun. However, some analysts felt that that the board had forced McNealy to step down under intense pressure from Wall Street over the company's poor financial performance.

McNealy was to continue as the chairman of Sun's board as well as chairman of the board of Sun Federal, Inc.6 McNealy was as well known in the IT industry for his visionary leadership of Sun in the 1980s and 1990s, as for his witty takes on competitors, especially Microsoft Corp. (Microsoft)...

He was one of the most controversial leaders in the industry, but even his harshest critics could not deny that he played a pivotal role in shaping the future of computing. It was not surprising therefore that when the leadership change at Sun was announced, analysts said it was 'the end of an era'in the history of the IT industry.

Background

McNealy was born on November 13, 1954 in Indiana. His father, William McNealy was vice chairman at American Motors Corp. (AMC).7 As a child, McNealy took an avid interest in the auto industry - an interest encouraged by his father, who often discussed business with the youngster and allowed him to accompany him when he went to play golf with people like Lee A. Iacocca.8

After attending Cranbrook Kingswood School, a preparatory school near Detroit, McNealy was accepted at Harvard University, from where he graduated with a degree in Economics in 1976. He then tried for a place at Stanford Graduate School of Business (Stanford) but was rejected.

While trying for an admission into Stanford, McNealy took up a job as foreman at the Rockwell International Corp. (Ohio), which made body panels for trucks. When he eventually got into Stanford in 1978, he chose to specialize in manufacturing rather than the more popular finance. He was not a dedicated student and later admitted that he spent more time 'goofing off' than in classes.

One of his classmates recalled that McNealy never bothered to attend any class that he did not think would help him get a job. At that point McNealy was not ambitious. Reportedly, his ambition was to start a small machine shop that he could leave to his children, and then, to retire early. After graduating in 1980, he worked in the manufacturing departments of FMC Corp. (which made tanks for the US army) and of minicomputer maker Onyx Systems. In 1982, Vinod Khosla (Khosla), McNealy's classmate at Stanford, asked him to join him, Andy Bechtolsheim (Bechtolsheim) and Bill Joy (Joy) in starting a computer manufacturing unit to make and sell workstations operating on UNIX.

The Golden Years

It was McNealy's dynamism and vision that were largely responsible for Sun's rapid growth in the first two decades of the company's existence. When McNealy first joined Sun, he was in charge of manufacturing, but later became responsible for sales as well. This helped him develop a good understanding of different areas of the business. After McNealy became CEO in 1984, he played an important role in shaping Sun's vision that 'The Network is the Computer'. Sun was committed to developing technologies that would allow computers to connect seamlessly over a network, thus increasing their power tremendously. Networking would allow computing to be provided like a utility, just like electricity and telecommunications..

The Decline

The beginning of the new millennium turned out to be inauspicious for the US economy. The collapse of several dotcom and telecom companies combined with the September 11 terrorist attacks on the US sent the economy into a decline, and one of the worst affected by these adversities was the IT industry...

Conclusion

According to analysts, Sun could have become one of the giants of the IT industry, on par with IBM and Microsoft. Many concepts that had become the standard in the early 2000s, like networking and open source, were first popularized by Sun. But the company took some missteps along the way, which did not allow it to take advantage of its resources. "They've (Sun) always had lots of great things on paper. But when it comes to execution, they're lacking. They always seem to be behind where they need to be" said Gary Feierstein, vice-president for information technology at Premier Inc., a hospital management company.