AB224 Microeconomics Unit 3 Assignment

Unit 3 Assignment:Supply and Demand
General Instructions for all Assignments
1. Unless specified differently by your course instructor, save this assignment template to your computer with the following file naming format: Course number_section number_Last_First_unit number
2.  At the top of the template, insert the appropriate information: Your Name, Course Number and Section, and the Date
3. Insert your answers below, or in the appropriate space provided for in the question. Your answers should follow APA format with citations to your sources and, at the bottom of your last page, a list of references. Your answers should also be in Standard English with correct spelling, punctuation, grammar, and style (double spaced, in Times New Roman, 12–point, and black font). Respond to questions in a thorough manner, providing specific examples of concepts, topics, definitions, and other elements asked for in the questions.
4.  Upload the completed Assignment to the appropriate Dropbox.
5. Any questions about the Assignment, or format questions, should be directed to your course instructor.
Assignment
In this Assignment, you will demonstrate your understanding of the Production Possibility model, marginal opportunity costs, and the differences in marginal opportunity costs. Additionally, you will demonstrate a clear understanding of the crucial concept of supply and demand, and the impact on the original group caused by achange in demand.
In this Assignment, you will be assessed on the following outcome:
AB224-1: Examine how various supply and demand scenarios affect the way prices and quantities are set by market interactions in perfectly competitive markets.
Questions
1. In ancient days a tribe of natives on the mythical continent of Atlantis was able to produce two commodities to eat. They could harvest fish from the sea and they could grow a form of wild oats.Table 1.a. and Graph 1.a. both show the maximum annual output combinations of fish and wild oats that could be produced by the natives of Atlantis.
Table 1.a.
Maximum annual output options    Kilograms of fish    Bushels of wild oats
1    7,000    0
2    6,000    300
3    5,000    500
4    4,000    625
5    3,000    710
6    2,000    775
7    1,000    825
8    0    850
a.    Could the Atlantis tribe have produced800 bushels of wild oats and 5,000 kilograms of fish at the same time? Explain your answer. Where would this point lie relative to the production possibility frontier?
b.    Using Table 1.a., what would have been the marginal opportunity cost of increasing the annual output of wild oats by 200 bushels, from 300 bushels up to 500 bushels?
c.    Using Table 1.a., what would have been the marginal opportunity cost of increasing the annual output of wild oats by 200 bushels, from 625 bushels up to 825 bushels?
d.    Whyare the marginal opportunity costs for two similar batches of 200 bushels of wild oats not the same? Explain. What does this difference imply about the shape of the Atlantis tribe’s production possibility frontier curve?
2. In the neighboring groups of New Yorkers and New Jersians, each produces only two products, bagels and calzones. By themselves, the New Yorkers, each day, can produce either 45 pounds of bagels and no calzones, or 30 pounds of calzones and no bagels, or any combination in between. The New Jersians, by themselves, each day, can produce 30 pounds of bagels and no calzones, or 28 pounds of calzones and no bagels, or any combination in between.  Diagram 1.a. shows the daily Production Possibility Frontier for the New Yorkers and Diagram 1.b. shows the daily Production Possibility Frontier for the New Jersians.
a. Examine diagram 1.a. showing the daily Production Possibility Frontier for the New Yorkers and diagram 1.b. showing the daily Production Possibility Frontier for the New Jersians.  Which group has the absolute advantage in bagels production?  Show your calculations and explain why.
b. Examine diagram 1.a. showing the daily Production Possibility Frontier for the New Yorkers and diagram 1.b. showing the daily Production Possibility Frontier for the New Jersians.  Which group has the absolute advantage in calzones production?  Show your calculations and explain why.
c. Examine diagram 1.a. showing the daily Production Possibility Frontier for the New Yorkers and diagram 1.b. showing the daily Production Possibility Frontier for the New Jersians.  Which group has the comparative advantage in calzones production?  Show your calculations and explain why.
d. Examine diagram 1.a. showing the daily Production Possibility Frontier for the New Yorkers and diagram 1.b. showing the daily Production Possibility Frontier for the New Jersians.  Which group has the comparativeadvantage in bagels production?  Show your calculations and explain why.
Later, the New Yorkers discover a new technology for making calzones that dramatically increases the quantity of calzones they can produce each day. Diagram 1.c. shows both the old and the new daily production possibility frontier for the New Yorkers. The New Yorkers, each day, can now produce either 50 pounds of bagels and no calzones, or 50 pounds of calzones and no bagels, or any combination in between. Diagram 1.c. shows both the old and the new daily Production Possibility Frontiers for the New Yorkers and Diagram 1.b. shows the unchanged daily Production Possibility Frontier for the New Jersians.
e.  Examine diagram 1.c. showing both the old and the new daily Production Possibility Frontier for the New Yorkers and diagram 1.b. showing the daily Production Possibility Frontier for the New Jersians. Which group NOW has the absolute advantage in bagels production? Show your calculations and explain why.
f.  Examine diagram 1.c. showing both old and the new daily Production Possibility Frontier for the New Yorkers and diagram 1.b. showing the daily Production Possibility Frontier for the New Jersians. Which group NOW has the absolute advantage in calzones production?  Show your calculations and explain why.
g.  Examine diagram 1.c. showing both the old and the new daily Production Possibility Frontier for the New Yorkers and diagram 1.b. showing the daily Production Possibility Frontier for the New Jersians. Which group NOW has the comparative advantage in bagels production? Show your calculations and explain why this is important.
h.  Examine diagram 1.c. showing both old and the new daily Production Possibility Frontier for the New Yorkers and diagram 1.b. showing the daily Production Possibility Frontier for the New Jersians. Which group NOW has the comparative advantage in calzones production? Show your calculations and explain why this is important.
3. Suppose that the supply schedule of Brazilian Coffee beans is as follows:
Price of Brazilian Coffee beans
(per pound)    Quantity of Brazilian Coffee beans supplied
(pounds)
$4.00     6,000
$3.50     5,000
$3.00     4,000
$2.50     3,000
$2.00     2,000
Suppose that Brazilian Coffee beans can be sold only in Brazil. The domestic Brazilian demand schedule for Brazilian Coffee beans is as follows:
Price of Brazilian Coffee beans
(per pound)    Brazilian Quantity of Brazilian Coffee beans demanded
(pounds)
$4.00     1,000
$3.50     2,500
$3.00     4,000
$2.50     5,000
$2.00     7,000
a.    Below is the graph of the domestic Supply and Demand (Graph 2.a.) for Brazilian Coffee beans. From the supply and demand schedules above, what are the equilibrium price and quantity of Brazilian Coffee beans?
Now suppose that Brazilian Coffee beans can also be sold in Canada. The Canadian demand schedule for Brazilian Coffee beans is as follows:
Price of Brazilian Coffee beans
(per pound)    Canadian Quantity of Brazilian Coffee beans demanded
(pounds)
$4.00     1,000
$3.50     2,500
$3.00     3,000
$2.50     5,000
$2.00     5,500
b.    Complete the following table by inserting the total Brazilian Coffee beans demanded by both the Brazilians and Canadians at each price (the combined (total) demand schedule for Brazilian Coffeebeans).
Price of Brazilian Coffee beans    Canadian Quantity of Brazilian Coffee beans demanded    Brazilian Quantity of Brazilian Coffee beans demanded    Total Brazilian Coffee Demanded
(per pound)    (pounds)    (pounds)    (pounds)
$4.00     1,000    1,000
$3.50    2,500    2,500
$3.00     3,000    4,000
$2.50    5,000    5,000
$2.00     5,500    7,000
Below is the new Supply and Demand graph (Graph 2.b.) that illustrates the equilibrium price and quantity of Brazilian Coffee beans.
c.    From the supply schedule and the combined Canadian and Brazilian demand schedule, what will be the new price at which Brazilian coffee growers can sell Brazilian Coffee beans?
d.    With the Brazilian coffee growers sellingto both the Canadians and the Brazilians, what price will be paid by Brazilian consumers?
e.    With the Brazilian coffee growers selling to both the Canadians and the Brazilians, what will be the quantity consumed by Brazilian consumers?
——————————————–
References:
Unit 3 Assignment: Supply and DemandGrading Rubric
Content    Percent Possible    Points Possible
Full assignment    100%    80
Overall Writing:    20%    16
correct coversheet information at the top of 1st page    5%    4.00
APA format for answers    3%    2.40
correct citations    3%    2.40
standard English no errors    4%    3.20
At least ONE, or more, references    5%    4.00
Answers:  provides complete information demonstrating analysis and critical thinking:    80%    64
Individual Questions:
1. a. – Can this quantity be produced, where does point lie?    4%    3.20
1. b. – What is Opportunity Cost from 200 to 300?    4%    3.20
1. c. – What is Opportunity Cost from 625 to 825?    4%    3.20
1. d. – Why are b & c not the same, what shape of curve?    8%    6.40
2. a. – Initial Absolute Advantage – bagels    3%    2.40
2. b. – Initial Absolute Advantage – calzones    3%    2.40
2. c. – Initial  Comparative Advantage – calzones    5%    4.00
2. d. – Initial Comparative Advantage – bagels    5%    4.00
2. e. – New Absolute Advantage – bagels    3%    2.40
2. f. – New Absolute Advantage – calzones    3%    2.40
2. g. – New Comparative Advantage – bagels    5%    4.00
2. h. – New Comparative Advantage – calzones    5%    4.00
3. a. – What is equilibrium quantity and price?    1%    0.80
3. b. – What is new demand schedule?    5%    4.00
3. c. – What is new price?    6%    4.80
3. d. – What price will Brazilians pay?    8%    6.40
3. e. – What quantity will Brazilians buy?    8%    6.40
Sub-total for Individual Questions:    80%    64.00

Unit 3 AB224 | Microeconomics

 

KULogoUnit 3 Assignment: Supply and Demand

Name:

Course Number and Section: AB224–0X

Date:

 

General Instructions for all Assignments

 

1. Unless specified differently by your course instructor, save this assignment template to your computer with the following file naming format: Course number_section number_Last_First_unit number

 

2. At the top of the template, insert the appropriate information: Your Name, Course Number and Section, and the Date

 

3. Insert your answers below, or in the appropriate space provided for in the question. Your answers should follow APA format with citations to your sources and, at the bottom of your last page, a list of references. Your answers should also be in Standard English with correct spelling, punctuation, grammar, and style (double spaced, in Times New Roman, 12–point, and black font). Respond to questions in a thorough manner, providing specific examples of concepts, topics, definitions, and other elements asked for in the questions.

 

4. Upload the completed Assignment to the appropriate Dropbox.

 

5. Any questions about the Assignment, or format questions, should be directed to your course instructor.

 

 

Assignment

 

In this Assignment, you will demonstrate your understanding of the Production Possibility model, marginal opportunity costs, and the differences in marginal opportunity costs. Additionally, you will demonstrate a clear understanding of the crucial concept of supply and demand, and the impact on the original group caused by a change in demand.

 

 

In this Assignment, you will be assessed on the following outcome:

 

AB224-1: Examine how various supply and demand scenarios affect the way prices and quantities are set by market interactions in perfectly competitive markets.

 

 

 

 

Questions

 

1. In ancient days a tribe of natives on the mythical continent of Atlantis was able to produce two commodities to eat. They could harvest fish from the sea and they could grow a form of wild oats. Table 1.a. and Graph 1.a. both show the maximum annual output combinations of fish and wild oats that could be produced by the natives of Atlantis.

 

  Table 1.a.  
Maximum annual output options Kilograms of fish Bushels of wild oats
1 7,000 0
2 6,000 300
3 5,000 500
4 4,000 625
5 3,000 710
6 2,000 775
7 1,000 825
8 0 850

 

 

 

 

 

a. Could the Atlantis tribe have produced 800 bushels of wild oats and 5,000 kilograms of fish at the same time? Explain your answer. Where would this point lie relative to the production possibility frontier?

 

 

 

b. Using Table 1.a., what would have been the marginal opportunity cost of increasing the annual output of wild oats by 200 bushels, from 300 bushels up to 500 bushels?

 

 

c. Using Table 1.a., what would have been the marginal opportunity cost of increasing the annual output of wild oats by 200 bushels, from 625 bushels up to 825 bushels?

 

 

d. Why are the marginal opportunity costs for two similar batches of 200 bushels of wild oats not the same? Explain. What does this difference imply about the shape of the Atlantis tribe’s production possibility frontier curve?

 

 

 

2. In the neighboring groups of New Yorkers and New Jersians, each produces only two products, bagels and calzones. By themselves, the New Yorkers, each day, can produce either 45 pounds of bagels and no calzones, or 30 pounds of calzones and no bagels, or any combination in between. The New Jersians, by themselves, each day, can produce 30 pounds of bagels and no calzones, or 28 pounds of calzones and no bagels, or any combination in between. Diagram 1.a. shows the daily Production Possibility Frontier for the New Yorkers and Diagram 1.b. shows the daily Production Possibility Frontier for the New Jersians.

a. Examine diagram 1.a. showing the daily Production Possibility Frontier for the New Yorkers and diagram 1.b. showing the daily Production Possibility Frontier for the New Jersians. Which group has the absolute advantage in bagels production? Show your calculations and explain why.

 

 

 

 

b. Examine diagram 1.a. showing the daily Production Possibility Frontier for the New Yorkers and diagram 1.b. showing the daily Production Possibility Frontier for the New Jersians. Which group has the absolute advantage in calzones production? Show your calculations and explain why.

 

 

 

c. Examine diagram 1.a. showing the daily Production Possibility Frontier for the New Yorkers and diagram 1.b. showing the daily Production Possibility Frontier for the New Jersians. Which group has the comparative advantage in calzones production? Show your calculations and explain why.

 

 

 

 

d. Examine diagram 1.a. showing the daily Production Possibility Frontier for the New Yorkers and diagram 1.b. showing the daily Production Possibility Frontier for the New Jersians. Which group has the comparative advantage in bagels production? Show your calculations and explain why.

 

 

 

Later, the New Yorkers discover a new technology for making calzones that dramatically increases the quantity of calzones they can produce each day. Diagram 1.c. shows both the old and the new daily production possibility frontier for the New Yorkers. The New Yorkers, each day, can now produce either 50 pounds of bagels and no calzones, or 50 pounds of calzones and no bagels, or any combination in between. Diagram 1.c. shows both the old and the new daily Production Possibility Frontiers for the New Yorkers and Diagram 1.b. shows the unchanged daily Production Possibility Frontier for the New Jersians.

e. Examine diagram 1.c. showing both the old and the new daily Production Possibility Frontier for the New Yorkers and diagram 1.b. showing the daily Production Possibility Frontier for the New Jersians. Which group NOW has the absolute advantage in bagels production? Show your calculations and explain why.

 

 

 

 

f. Examine diagram 1.c. showing both old and the new daily Production Possibility Frontier for the New Yorkers and diagram 1.b. showing the daily Production Possibility Frontier for the New Jersians. Which group NOW has the absolute advantage in calzones production? Show your calculations and explain why.

 

 

 

 

g. Examine diagram 1.c. showing both the old and the new daily Production Possibility Frontier for the New Yorkers and diagram 1.b. showing the daily Production Possibility Frontier for the New Jersians. Which group NOW has the comparative advantage in bagels production? Show your calculations and explain why this is important.

 

 

 

 

h. Examine diagram 1.c. showing both old and the new daily Production Possibility Frontier for the New Yorkers and diagram 1.b. showing the daily Production Possibility Frontier for the New Jersians. Which group NOW has the comparative advantage in calzones production? Show your calculations and explain why this is important.

 

 

3. Suppose that the supply schedule of Brazilian Coffee beans is as follows:

 

Price of Brazilian Coffee beans

(per pound)

Quantity of Brazilian Coffee beans supplied

(pounds)

$4.00 6,000
$3.50 5,000
$3.00 4,000
$2.50 3,000
$2.00 2,000

 

 

 

Suppose that Brazilian Coffee beans can be sold only in Brazil. The domestic Brazilian demand schedule for Brazilian Coffee beans is as follows:

 

Price of Brazilian Coffee beans

(per pound)

Brazilian Quantity of Brazilian Coffee beans demanded

(pounds)

$4.00 1,000
$3.50 2,500
$3.00 4,000
$2.50 5,000
$2.00 7,000

 

 

 

 

1. Below is the graph of the domestic Supply and Demand (Graph 2.a.) for Brazilian Coffee beans. From the supply and demand schedules above, what are the equilibrium price and quantity of Brazilian Coffee beans?

 

 

Now suppose that Brazilian Coffee beans can also be sold in Canada. The Canadian demand schedule for Brazilian Coffee beans is as follows:

Price of Brazilian Coffee beans

(per pound)

Canadian Quantity of Brazilian Coffee beans demanded

(pounds)

$4.00 1,000
$3.50 2,500
$3.00 3,000
$2.50 5,000
$2.00 5,500

 

 

 

1. Complete the following table by inserting the total Brazilian Coffee beans demanded by both the Brazilians and Canadians at each price (the combined (total) demand schedule for Brazilian Coffee beans).

 

Price of Brazilian Coffee beans Canadian Quantity of Brazilian Coffee beans demanded

Brazilian Quantity of Brazilian Coffee beans demanded Total Brazilian Coffee Demanded

(per pound) (pounds) (pounds) (pounds)
$4.00 1,000 1,000  
$3.50 2,500 2,500  
$3.00 3,000 4,000  
$2.50 5,000 5,000  
$2.00 5,500 7,000  

 

 

 

Below is the new Supply and Demand graph (Graph 2.b.) that illustrates the equilibrium price and quantity of Brazilian Coffee beans.

 

1. From the supply schedule and the combined Canadian and Brazilian demand schedule, what will be the new price at which Brazilian coffee growers can sell Brazilian Coffee beans?

 

 

1. With the Brazilian coffee growers selling to both the Canadians and the Brazilians, what price will be paid by Brazilian consumers?

 

 

1. With the Brazilian coffee growers selling to both the Canadians and the Brazilians, what will be the quantity consumed by Brazilian consumers?

 

 

 

 

——————————————–

References:

 

 

 

 

 

 

Unit 3 Assignment: Supply and Demand Grading Rubric

 

Content Percent Possible Points Possible
Full assignment 100% 80
     
Overall Writing: 20% 16
correct coversheet information at the top of 1st page 5% 4.00
APA format for answers 3% 2.40
correct citations 3% 2.40
standard English no errors 4% 3.20
At least ONE, or more, references 5% 4.00
     
Answers: provides complete information demonstrating analysis and critical thinking: 80% 64
Individual Questions:    
1. a. – Can this quantity be produced, where does point lie? 4% 3.20
1. b. – What is Opportunity Cost from 200 to 300? 4% 3.20
1. c. – What is Opportunity Cost from 625 to 825? 4% 3.20
1. d. – Why are b & c not the same, what shape of curve? 8% 6.40
2. a. – Initial Absolute Advantage – bagels 3% 2.40
2. b. – Initial Absolute Advantage – calzones 3% 2.40
2. c. – Initial Comparative Advantage – calzones 5% 4.00
2. d. – Initial Comparative Advantage – bagels 5% 4.00
2. e. – New Absolute Advantage – bagels 3% 2.40
2. f. – New Absolute Advantage – calzones 3% 2.40
2. g. – New Comparative Advantage – bagels 5% 4.00
2. h. – New Comparative Advantage – calzones 5% 4.00
3. a. – What is equilibrium quantity and price? 1% 0.80
3. b. – What is new demand schedule? 5% 4.00
3. c. – What is new price? 6% 4.80
3. d. – What price will Brazilians pay? 8% 6.40
3. e. – What quantity will Brazilians buy? 8% 6.40
Sub-total for Individual Questions: 80% 64.00

 

 

Page 2 of 10

 
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Individual Assignment 5 – Project Management

Individual Assignment (suggested level of effort: 3 hours)

Read the Casa De Paz Development Project case study found at the end of chapters 1 through 5 (see attachments), CPM 4e and answer the following questions in a paper formatted using a question-response format:

Question 1 (taken from Unit 3) – If you were the project manager, what expertise would you like from the sponsor, stakeholders, or core team members to create a milestone schedule with acceptance criteria?  Minimum 250 words.

Question 2 (taken from Unit 5) – What would you want to see in a team charter (i.e., rules of engagement) for this development project?  Is this different (Agile environment) than other (Traditional – Suburban Homes) environments?  If so, how is it different?   Minimum 250 words.

Question 3 (taken from Unit 5) – List types of decisions that would need to be made and the appropriate person, group, or method for each, for example, individual team member, the collective team, scrum master, and/or product owner.

You will be assessed on content and mechanics.

Content (30 points/question):  The content must be based on the case study materials and reading assignments.  The PMBOK 6e and CPM 4e, along with other reputable resources can be used to supplement the responses through summarizing, paraphrasing and quoting those sources.

Mechanics (10 points):  Each question response must be at at minimum 250 words.  “Minimum” is that amount typically needed to meet expectations (to earn a “B”).  To exceed expectations (to earn an “A”), a deeper discussion is needed. Each reference should be listed at the end of the paper following APA guidelines.  Online blogs are not acceptable references.  See Purdue OWL website for guidance on in-text citations.

Your Instructor will use Turn-it-in to ensure your paper is authentic work. To avoid plagiarism, see the course home page for more information and use the Purdue Online Writing Lab to learn how to paraphrase, summarize and cite the references you use in all academic writing assignments.

 
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BSBWOR202 Organise & Complete Daily Work Activities

BSBWOR202 Organise and complete daily work activities

 

Learner Instructions 1a

(Organise work schedule)

Submission details

Students Name  
Student ID  
Group  
Assessor’s Name  
Assessment Date/s  

The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor.

Submit this document with any required evidence attached. See specifications below for details.

Performance objective

You must review the scenario and complete the tasks below in order to demonstrate your underpinning knowledge of the subject matter.

Assessment description

Assessment will comprise several tasks based on the following scenario:

Great news! You have been successful in gaining a level 2 administrative position at the Getwell Community Health Centre (GCHC) in your local town or suburb.

The centre provides a wide range of health and welfare services to people within the surrounding areas.

There is a management team, twelve clinical staff and six admin workers. Your position description is in Appendix 1 and information on the organisation’s goals is in Appendix 2.

Procedure

1. Read the questions carefully and write your answers in the spaces provided.

2. If you do not understand any questions, ask your assessor to interpret them for you.

3. Answer all the questions on the test in the allocated time.

 

Specifications

Classroom-based learners

· You will undertake these tasks as part of Session 4, the assessment session.

· Complete the tasks in the allocated time and submit it so that they can be easily read and understood by your assessor.

 

 

Candidate: I declare that this work has been completed by me honestly and with integrity and that I have been assessed in a fair and flexible manner. I understand that the Institute’s Student Assessment, Reassessment and Repeating Units of Competency Guidelines apply to these assessment tasks.  

Signature: ___________________

 

Date: ____/_____/_____

 

Questions

Question 1

Read the vision, mission, values and goals statements of GCHC in Appendix 2. Why do organizations write a formal statement to outline what is important to them?

 

Question 2

‘SMART goals’ is a popular method of checking if your personal goals are well defined. In your own words, write down what each letter refers to and give an example for each.

S:
M:
A:
R:
T:

Question 3

Write down a short-term, medium-term and long term personal work goal that is in line with the organisation’s goals in Appendix 2. Then think of some personal and physical resources that you will need to achieve the goal. Make sure the goals are SMART goals.

Short-term work goal (next six months):
Personal resources needed:
Physical resources needed:
Medium-term work goal (next two years):
Personal resources needed:
Physical resources needed:
Long-term work goal (two to five years):
Personal resources needed:
Physical resources needed:

Question 4

What steps can you take to discuss and agree on these goals with your supervisor?

 

Question 5

‘A plan is just a goal written down’. Do you think this statement is true or false? Circle your choice and give reasons for your answer.

True False. Reasons:

Question 6

What is meant by the following terms?

Business plan:
Operational plan:
Project plan:

Question 7

Read the position description in Appendix 1. Refer to the tasks list in dot-point 1. What tasks do you think have the highest and lowest priority in your admin role at GCHC?

Highest priority:
1.
2.
3.
Lowest priority:
1.
2.
3.

Question 8

At GCHC there are three admin workers who take turns to attend the reception desk during the day. Read the position description in Appendix 1. Refer to the tasks list in dot-point 1 and fill in the following timetable to plan a “normal day”.

Time Task
8.00am  
8.30am  
9.00am  
9.30am  
10.00am  
10.30am  
11.00am  
11.30am  
12.00pm  
12.30pm  
1.00pm  
1.30pm  
2.00pm  
2.30pm  
3.00pm  
3.30pm  
4.00pm  
4.30pm  
5.00pm  

Question 9

In your own words, explain how to plan and manage your time in the workplace. You may reflect on your use of time management tools (such as priority lists and diaries) and the benefits (to yourself and your organisation) of time management.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Appendix 1: Position description

Organisation Getwell Community Health Centre

Role title Administrative Officer

Classification level AO2

 

Duties

· Perform confidential administrative support services relevant to the efficient operation of the respective work area. Tasks may include:

· Reception: telephone and in person.

· Maintenance of filing systems and registers, both hard copy and electronic.

· General typing.

· Medical typing.

· Operation and maintenance of office equipment.

· Monitoring supplies of stock and re-ordering as required.

· Processing internal and external mail.

· Banking and petty cash duties.

· Maintain knowledge of legislation, policies, procedures, guidelines and protocols relevant to the efficient operation of the allocated work area.

· Provide a confidential, customer focused service to all clients, both internal and external.

· Practice high levels of communication and interpersonal skills to create and foster team spirit within a multidisciplinary environment.

· Organise workload to ensure priorities and deadlines are met.

· Participate in professional development opportunities to enhance knowledge and skills.

· Actively participate in a working environment supporting quality human resource management practices including employment equity, antidiscrimination, workplace health and safety, and ethical behaviour.

 

Key skill requirements/competencies

· Knowledge of general office practices and equipment.

· Knowledge and skills in the use of computerised systems.

· Effective interpersonal, written and oral skills.

· Ability to work within a multidisciplinary team environment.

· Ability to prioritise work and meet deadlines.

· Understanding of workplace health and safety, employment equity and ethical behaviour.

Appendix 2: Organisational goals

Getwell Community Health Centre

Our vision ‘A community that values fairness, health and wellbeing.’

——————————————————————————————————————————————

Our mission Getwell Community Health Centre will provide health and community services that are accessible and relevant to the needs of our community. We do this by working together with trust and respect.

——————————————————————————————————————————————

Our values Respect: We work with integrity, honesty and trust and value diversity. We acknowledge our history and past achievements.

Excellence: We strive for innovation and best outcomes.

Partnerships: We work with the community and sector to deliver healthier communities.

Leadership: We strive for social justice through strong and consultative advocacy.

——————————————————————————————————————————————

Our goals Develop a regional service.

Focus on primary health care.

Adopt a ‘whole of life’ approach to health.

Maintain a skilled and responsive health workforce.

Strengthen approaches to recruitment and retention.

Obtain population-based funding.

Focus on early intervention and preventative approach.

Incorporate local communities into decision making and planning processes.

Define services and roles for health units.

——————————————————————————————————————————————

BSBWOR202 Learner Instructions 1a

Version 1.0 Page 14 of 14

 
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KFC Group Case Study And PowerPoint Presentation

CASE STUDY GUIDELINES

Part1 : Abstract and conclusion

Summary

Discuss solutions and alternative solutions

Discuss Christian and ethical repercussions within the context of the case

Make recommendations

Offer a plan for implementation

Determine measurements for effectiveness and efficiency

Logical conclusion

CASE STUDY GUIDELINES

 

Abstract (75-100 words): on separate page

Introduction:

Overview of the organization

Identify the type of business organization and strategies

Key players

Competitors

Organizational Structure

Organizational Strategy (low cost; differentiation; etc.)

 

Body: (Label headings according to subject/content)

Identify problems, issues, variables, and relationships related to the case

Discuss problems and List symptoms

Isolate critical issues

Conduct SWOT analysis and discuss the components

Strengths

Weaknesses

Opportunities

Threats

 

Closing:

Summary

Discuss solutions and alternative solutions

Discuss Christian and ethical repercussions within the context of the case

Make recommendations

Offer a plan for implementation

Determine measurements for effectiveness and efficiency

Logical conclusion

 

References

KENTUCKY FRIED CHICKEN

 

 

 

 

 

 

CASE STUDY OF KFC:

ESTABLISHMENT OF A SUCCESSFUL GLOBAL BUSINESS MODEL

 

 

 

 

 

 

 

By the mid 1950s, fast food franchising was still in its infancy when Harland Sanders

began his cross-country travels to market “Colonel Sanders’ Recipe Kentucky Fried Chicken.”

He had developed a secret chicken recipe with eleven herbs and spices. By 1963, the number

of KFC franchises has crossed 300. Colonel Sanders, at 74 years of age, was tired of running the

daily operations and sold the business in 1964 to two Louisville businessmen—Jack Massey and

John Young Brown, Jr.—for $2 million. Brown, who later became the governor of Kentucky,

was named president, and Massey was named chairman. Colonel Sanders stayed in a public

relations capacity.

In 1966, Massey and Brown made KFC public, and the company was enlisted on the New

York Stock Exchange. During the late 1960s, Massey and Brown turned their attention to

international markets and signed a joint venture with Mitsuoishi Shoji Kaisha Ltd. In Japan.

Subsidiaries were also established in Great Britain, Hong Kong, South Africa, Australia, New

Zealand, and Mexico in the late 1970s. Brown’s desire to seek a political career led him to seek

a buyer for KFC. Soon after, KFC merged with Heublein, Inc., a producer of alcoholic beverages

with little restaurant experience and conflicts quickly arose between the Heublein management

and Colonel Sanders, who was quite concerned about the quality control issues in restaurant

cleanliness. In 1977, Heublein sent in a new management team to redirect KFC’s strategy. New

unit construction was discontinued until existing restaurants could be upgraded and operating

problems eliminated. The overhaul emphasized cleanliness, service, profitability, and product

consistency. By 1982, KFC was again aggressively building new restaurant units.

In October 1986, KFC was sold to PepsiCo. PepsiCo had acquired Frito-Lay in 1965, Pizza

Hut in 1977 with its 300 units, and Taco Bell in 1978. PepsiCo created one of the largest

consumer companies in the United States. Marketing fast food complemented PepsiCo’s

consumer product orientation and followed much the same pattern as marketing soft drinks

and snack foods. Pepsi soft drinks and fast food products could be marketed together in the

same restaurants and through coordinated national advertising.

The Kentucky Fried Chicken acquisition gave PepsiCo the leading market share in three

of the four largest and fastest growing segments in the U.S., quick-service industry. By the end

of 1995, Pizza Hut held 28% of the $18.5 billion, U.S. pizza segment. Taco Bell held 75% of &5.7

billion Mexican food segment, and KFC held 49% of the $7.7 billion U.S. chicken fast food

segment.

Japan, Australia, and the United Kingdom accounted for the greatest share of the KFC’s

international expansion during the 1970s and 1980s. During the 1990s, other markets became

attractive. China with a population of over 1 billion, Europe and Latin America offered

expansion opportunities. By 1996, KFC had established 158 company-owned restaurants and

franchises in Mexico. In addition to Mexico, KFC was operating 220 restaurants in the

Caribbean, and in Central and South America.

 

 

Many cultures have strong culinary traditions and have not been easy to penetrate. KFC

previously failed in German markets because Germans were not accustomed to take-out food

or to ordering food over the counter. KFC has been more successful in the Asian markets,

where chicken is a staple dish. Apart from the cultural factors, international business carries

risks not present in the U.S. market. Long distances between headquarters and foreign

franchises often make it difficult to control the quality of individual franchises.

In some countries of the world, such as, Malaysia, Indonesia, and some others, it is

illegal to import poultry, a situation that has led to product shortages. Another challenge facing

KFC is to adapt to foreign cultures. The company has been most successful in foreign markets

when local people operate restaurants. The purpose is to think like a local, not like an

American company.

As KFC entered 1996, it grappled with a number of important issues. During the 1980s,

consumers began demanding healthier foods, and KFC’s limited menu consisting mainly of fried

foods was a difficult liability. In order to soften its fried chicken chain image, the company in

1991, changed its name and logo from Kentucky Fried Chicken to KFC. In addition, it responded

to consumer demands for greater variety by introducing several new products, such as Oriental

Wings, Popcorn Chicken, and Honey BBQ Chicken as alternatives to its Original Recipe fried

chicken. It also introduced a dessert menu that included a variety of pies and cookies.

Soon after KFC entered India, it was greeted with protests of farmers, customers,

doctors, and environmentalists. KFC had initially planned to set up 30 restaurants by 1998, but

was not able to do so because its revenues did not pick up. In early 1998, KFC began to

investigate the whole issue more closely. The findings revealed that KFC was perceived as a

restaurant serving only chicken. Indian families wanted more variety, and the impression that

KFC served only one item failed to enhance its appeal. Moreover, KFC was also believed to be

expensive. KFC’s failure was also attributed to certain drawbacks in the message it sent out to

consumers about it positioning. It wanted to position itself as a family restaurant and not as a

teenage hangout. According to analysts, the ‘family restaurant’ positioning did not come out

clearly in its communications. Almost all consumers saw it as a fast food joint specializing in a

chicken recipe.

KFC tried to revamp its menu in India. Cole slaw was replaced with green fresh salads.

A fierier burger called Zinger Burger was also introduced. During the Navaratri festival, KFC

offered a new range of nine vegetarian products, which included Paneer burgers. Earlier, KFC

offered only individual meals, but now the offerings include six individual meals, two meal

combos for two people, and one family meal in the non-vegetarian category. For vegetarians,

there are three meal combos for individuals, along with meals for couples, and for families.

 

 

 

 

KFC also changed its positioning. Now its messages seek to attract families who look not

only for food, but also some recreation. Kids Fun Corner is a recreational area within the

restaurant to serve the purpose. Games like ball pool and Chicky Express have been introduced

for kids. The company also introduced meals for kids, which was served with a free gift.

Over the years, KFC had learned that opening an American fast food in many foreign

markets is not easy. Cultural differences between countries result in different eating habits.

For instance, people eat their main meal of the day at different times throughout the world.

Different menus must also be developed for specific cultures, while still maintaining the core

product—fried chicken. One can always find original recipe chicken, cole slaw, and fries at KFC

outlets, but restaurants in China feature all Chinese tea, and French restaurants offer more

desserts. Overall, KFC emphasizes consistency and whether it is Shanghai, Paris, or India, the

product basically tastes the same.

 

 

Questions to consider:

1. Analyze the case and determine the factors that have made KFC a successful global

business.

2. Why are cultural factors so important to KFC’s sales success in India and China?

3. Spot the cultural factors in India that go against KFC’s original recipe.

4. Why did Kentucky Fried Chicken change its name to KFC?

5. What PESTEL factors contributed to KFC’s positioning?

6. How does the SWOT analysis of KFC affect the future of KFC?

 

 

 

 

 

 

 

 

KFC Case Study link

https://www.mbaknol.com/management-case-studies/case-study-of-kfc-establishment-of-a-successful-

global-business-model/

 
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