Economics

A process is in control with x double bar=75 and s-bar=2. The process specification are at 80±8. The sample size n=5.

A process is in control with x double bar=75 and s-bar=2. The process specification are at80±8. The sample size n=5. A. Estimate the potential capability. B. Estimate the actual capability,the ^ ^ Cpu and Cpl. C. How much could process fallout be reduced by shifting the mean to the nominal dimension? Assume that the quality characteristic …

A process is in control with x double bar=75 and s-bar=2. The process specification are at 80±8. The sample size n=5. Read More »

The price of a European call option on a non-dividend-paying stock with a strike price of $50 is $6. The stock price is $51,

The price of a European call option on a non-dividend-paying stock with a strike price of $50 is $6. The stock price is $51,the continuously compounded risk-free rate (all maturities) is 6% and the time to maturity is one year. What, to the nearestcent, is the price of a one-year European put option on the …

The price of a European call option on a non-dividend-paying stock with a strike price of $50 is $6. The stock price is $51, Read More »

Describe the legal liabilities that the proposed/identified New Ventures is exposed to: Legal requirements for New Ventures eg. registration of business name, opening business bank account, arrangements for rent/lease facility or equipment, employment contracts business name, bank account, rent/lease facility or equipment, employment contracts etc.

Describe the legal liabilities that the proposed/identified New Ventures is exposed to: Legal requirements for New Ventures eg. registration of business name, opening business bank account, arrangements for rent/lease facility or equipment, employment contracts business name, bank account, rent/lease facility or equipment, employment contracts etc. EXPERT ANSWER When starting a new business venture, entrepreneurs should …

Describe the legal liabilities that the proposed/identified New Ventures is exposed to: Legal requirements for New Ventures eg. registration of business name, opening business bank account, arrangements for rent/lease facility or equipment, employment contracts business name, bank account, rent/lease facility or equipment, employment contracts etc. Read More »

The passage mentions one of Lidl’s competitors—Aldi. Refer to the excerpt below. According to the passage, Liz Ruggles of Aldi says Lidl will have a hard time imitating Aldi’s low costs. What type of justification is Liz Ruggles using?

“Lidl has long eyed expansion into America, but plans are said to have been repeatedly shelved, perhaps owing to past internal disputes. Its bungled attempt to launch in Norway a few years back also left management cautious. It must now reckon with Aldi. Liz Ruggles, head of marketing at Aldi’s American division, says that new …

The passage mentions one of Lidl’s competitors—Aldi. Refer to the excerpt below. According to the passage, Liz Ruggles of Aldi says Lidl will have a hard time imitating Aldi’s low costs. What type of justification is Liz Ruggles using? Read More »

1.) properties invested by the owner should be recorded at this value: (a) market value (b) residual value (c) book value (d) capital expenditures 2.) productive value of an asset representing its ability to yield service: (a) face value (b) market value (c) net realizable value (d) book value (e) residual value (f) utility value 3.) the amount that could be paid for an asset at an arm’s length transaction: (a) utility value (b) residual value (c) face value (d) market value (e) net realizable value (f) book value

EXPERT ANSWER 1.Properties invested by the owner should be recorded at the book value. The book value of an asset is its recorded cost less accumulated depreciation Answer : Option C 2. Utility value is the productive value of an asset representing its ability to yield service Answer : Option F 3.The price that the …

1.) properties invested by the owner should be recorded at this value: (a) market value (b) residual value (c) book value (d) capital expenditures 2.) productive value of an asset representing its ability to yield service: (a) face value (b) market value (c) net realizable value (d) book value (e) residual value (f) utility value 3.) the amount that could be paid for an asset at an arm’s length transaction: (a) utility value (b) residual value (c) face value (d) market value (e) net realizable value (f) book value Read More »

SHELL: In 2004 Shell was facing an oil reserves crisis that hammered its share price. The situation was compounded by the abrupt departure of the oil group’s chairman, Sir Philip Watts. The new group chairman, Jeroen van der Veer, believed that in order to survive, the corporation had to transform its structure and processes. A series of global, standardized processes were identified. These, if introduced, would impact more than 80 Shell operating units. While the changes were vital to survival, they proved unpopular in the short term as some countries stood to lose market share. The message was a tough one, and many operating units balked. However, for a change programme of this scale to be successful, everyone had to adhere to the new systems and processes. The leadership of Shell Downstream-One, as the transformation was known, needed unflinching determination and to focus on gaining adoption from everyone involved. Those leading the change had to ensure that the major players in all their markets knew what was required and why. They needed to be aligned with the change requirement. From the start, it was recognized that mandating the changes was the only way for them to drive the transformational growth they aimed for. This wasn’t an opt-in situation. The main message of the change team, led by van der Veer, was that simpler, standard processes across all countries and regions that benefited Shell globally trumped local, individual needs. That meant everything from common invoicing and finance systems to bigger more centralized distribution networks. By identifying and rapidly addressing the many areas of resistance that emerged – such as that some influential stakeholders stood to lose control or market share – adoption was accelerated. The team of experts – made up of senior leaders, in-house subject matter experts, implementation consultants and external change experts – who delivered the change programme, were crucial in this phase. They’d been picked because they had both technical understanding and could provide change leadership. They both modelled and drove the new behaviors needed for the change to succeed. They briefed the people who would be impacted by the change; risks and potential problem areas were discussed and mitigated – before any real change was even delivered. In all major change programmes, there’s always the danger that change management gets delegated; leaders distance themselves from the challenge of implementing the priorities they once championed. That can cause the initiatives to fail. In Shell’s case, however, the change leadership started and finished with Jeroen van der Veer, who never drew back from emphasizing how important full implementation of Downstream-One would be.

Question A : (50 marks) A. Explain the possible causes of resistance to change that Shell faced during its transformation phase. Identify the symptoms of resistance to change by Shell employees. (25 marks) B. Identify the eight failure factors by John Kotter. Explain five of the failure factors that Shell could face owing to change management. (25 …

SHELL: In 2004 Shell was facing an oil reserves crisis that hammered its share price. The situation was compounded by the abrupt departure of the oil group’s chairman, Sir Philip Watts. The new group chairman, Jeroen van der Veer, believed that in order to survive, the corporation had to transform its structure and processes. A series of global, standardized processes were identified. These, if introduced, would impact more than 80 Shell operating units. While the changes were vital to survival, they proved unpopular in the short term as some countries stood to lose market share. The message was a tough one, and many operating units balked. However, for a change programme of this scale to be successful, everyone had to adhere to the new systems and processes. The leadership of Shell Downstream-One, as the transformation was known, needed unflinching determination and to focus on gaining adoption from everyone involved. Those leading the change had to ensure that the major players in all their markets knew what was required and why. They needed to be aligned with the change requirement. From the start, it was recognized that mandating the changes was the only way for them to drive the transformational growth they aimed for. This wasn’t an opt-in situation. The main message of the change team, led by van der Veer, was that simpler, standard processes across all countries and regions that benefited Shell globally trumped local, individual needs. That meant everything from common invoicing and finance systems to bigger more centralized distribution networks. By identifying and rapidly addressing the many areas of resistance that emerged – such as that some influential stakeholders stood to lose control or market share – adoption was accelerated. The team of experts – made up of senior leaders, in-house subject matter experts, implementation consultants and external change experts – who delivered the change programme, were crucial in this phase. They’d been picked because they had both technical understanding and could provide change leadership. They both modelled and drove the new behaviors needed for the change to succeed. They briefed the people who would be impacted by the change; risks and potential problem areas were discussed and mitigated – before any real change was even delivered. In all major change programmes, there’s always the danger that change management gets delegated; leaders distance themselves from the challenge of implementing the priorities they once championed. That can cause the initiatives to fail. In Shell’s case, however, the change leadership started and finished with Jeroen van der Veer, who never drew back from emphasizing how important full implementation of Downstream-One would be. Read More »