Fashion
Jinger’s Shorts What Everyone is Talking About
Recently wed Jinger Duggar as of late ventured out wearing an outfit so scandalous, card-conveying individuals from Duggar Nation instantly lost their psyches. Truly. You are not going to trust that an individual from the Duggar family, wedded or not, went out in broad daylight uncovering this much skin. Ordinarily, a charming 23-year-old young lady wearing shorts is not news, however, for this situation, it’s truly exceptional, so that is the Duggars for you (Jones 22).
Skirts and dresses, and long ones at that.
All through her whole life, Jinger and whatever remains of the Duggar family have lived by that humble clothing regulation and aggregate narrow-mindedness of jeans. Jinger, who moved out of the Duggar compound in Arkansas and now lives in Texas in the wake of wedding Jeremy Vuolo the previous fall, appears to be over it (Britney).
Parading around town in knee-length shorts and a couple of Keds, Jinger’s apparently unimportant picture has irritated Duggar fans across the nation (Gossip). We are 100 percent genuine that no Duggar female has ever worn shorts in broad daylight, nor have they wore any enticing, frame embracing pants. Jinger’s sisters, Jill and Jessa, have each been captured wearing snow pants while sledding, yet that is in no way like this occasion. Their mom, Michelle Duggar, has been frank in the past concerning why she and her little girls dress unassumingly in skirts and dresses.”My little girls are the second era of unassuming dressing in this family,” she has said. “They’ve grown up being dressed unassumingly.”
Commending this “female clothing,” she says “I’ve told my little girls this has been a euphoric trip for me to realize what my Lord has called me to.” “I feel like the Lord is urging me that I ought to be humble in what I wear [and] characterizing my identity as a lady by wearing dresses and skirts.”Michelle is not kidding about upholding her family’s clothing standard, as prove by expecting them to remember even in circumstances you would not anticipate. One of those being Joy-Anna Duggar’s exercise clothing in which she wears a skirt over baggy exercise pants while lifting weights (Britney).
Discuss putting it all on the line.
Jill declined to wear a standard firefighter’s uniform while filling in as a volunteer firefighter-EMT, adjusting the jeans into a skirt too.The Duggar family likewise trusts that ladies’ shoulders ought not to be flaunted settings openly since “they may stir men.” Triumph or not, the majority of this asks the question: What did Michelle think when she saw this pic? Did her little girl clear this with her mother and father early, or would she say she is authoritatively her lady, allowed to settle on choices for herself? Is Jinger doing this now on the grounds that forever she’s dependably been a revolt which has needed to wear shorts and was taboo to by her folks?
Did she simply find that shorts are a thing? Is it since her better half Jeremy has revealed to her that he needs her to wear shorts, and she’s obliging his more present day mold inclinations? Will Joy-Anna and her more youthful sibling take after Jinger’s lead and in the long run receive a more ordinary style of dress, challenging Michelle? Such a variety of riddles in these peculiar circumstances (Gossip).
 
Works cited
Top of Form
Jones, Jen. Fashion. Mankato, Minn: Capstone Press, 2008. Print.
Britney, Free. “Jinger Duggar Wears Shorts, Internet Loses Its Mind”. The Hollywood Gossip. N.p., 2017. Web. 12 May 2017.
Gossip, Hollywood. “Jinger Duggar Wears Shorts, Internet Loses Its Mind | #Follownews”. Follownews.com. N.p., 2017. Web. 12 May 2017.

Assignment 4
 
WRITE A TREND REPORT   
Due Week 6
 
 
 
 
WRITE AN INFORMATIVE TREND ARTICLE ABOUT SOMETHING CURRENT IN THE FASHION INDUSTRY THAT IS RELEVANT TO YOUR MAGAZINE.
 
500 WORDS
 
NEED STRONG HEADLINE AND BY-LINE.
 
(Note:  could be two articles x 250 words instead – you decide for your magazine.)
 
1 article Gigi Hadid for Tommy Hilghfiger
2 artible Kim Kardishian at the met gala. (outfit ….
 
Look at WGSN, WWD and breaking fashion news to find a story idea that you think is of interest to your readership. It can be a trend story, a market story, a story about a new designer, a story about something related to social responsibility, art and fashion, technology—the possibilities are endless.  Research to find something that is currently trending that would be of interest to your readers.
 
Be sure to use a minimum of 3 reliable sources. Ideally, you can find someone for a quote, or find a published quote that you can use to support the facts in your article.
 
 
 
 
 
 
RUBRIC
 
 
One mark deducted for each grammar/punctuation or spelling error up to a total of 20.
 

Introduction
The two most important responsibilities of a manager are to work towards achieving specific goals and creating significant relationships with subordinates. Attaining goals without creating and maintaining healthy relationships with employees is unsustainable because in the end employees might experience burnout. In fact, attaining goals as a manager requires task accomplishment through the skills of others hence the need to build lasting relationships. However, too much focus on building these relationships might easily cause one to lose sight of the original goals.
Body
How to attain goals by maintaining an enthusiastic following
According to an article published by Acas.org.uk (2011, p. 6), managers should consider three factors: a clear strategy in establishing goals, and defining ways to attain them and understanding the context and placing each employee in the strategic places where they will work optimally. The third factor is related to the concept of voice, which allows employees to speak up and share their opinions. These three steps show a strong correlation between goal attaining and building relationships. Acas argument is that establishing goals precedes building relationship with equal influence. When a healthy relationship is centered on the roles, the employee can perform to help achieve stipulated goals.
While seeking to strengthen relationships, Covey Stephen suggests that managers need to build trust in the workplace (n.d., p. 1). When a manager trusts his subordinates, they can easily assign tasks, and when employees trust their manager, they will not feel as if they are being misused or underused. Besides, managers will not have an overbearing presence in the sight of their subordinates. Mutjaba and colleagues (2013, p. 144) introduced the idea of cultural accommodation. At times, managers are forced to work with people representing diverse cultures. In such a scenario, building relationships may not be that easy, diminishing the effectiveness in attaining goals. Different cultures have different approaches to achieving their goals. Besides, misunderstandings are likely to occur in the workplace (Zhang, Wang, and Shi, 2012, pp. 114). Therefore, managers need to acquaint themselves with other people’s cultures to use the right approaches when assigning duties/tasks.
While seeking to build trust and achieve cultural accommodation, Blanchard Institute (2016) argues that four essential skills; listening, inquiring, truthfulness and confidence, are also necessary. They are crucial in eliminating conflicts that may depress relationships between managers and their subordinates. For instance, inquiring is useful when a manager needs to measure the progress of stipulated goals and assigned tasks. This contrasts prior assumptions or seeking information from other sources that may not be reliable. Blanchard Institute also suggests “four core conversations: Goal Setting, Praising, Redirecting and Wrapping Up.” When tasks assigned to employees are completed as expected, managers need to praise and appreciate them to increase their enthusiasm to perform better. In contrasts, wrapping up means going through the work submitted to ensure it is of good quality. These four conversations should be sequential in managerial interactions (Blanchard Institute 2016, p.2).
Implications of Emphasis on one role
The two roles are instrumental in achieving success. The two are clearly inseparable and emphasizing on one while ignoring the other might have serious implications. It is mandatory for managers to balance the two to avoid chaos at the workplace. Ethical behavior is one of the most fundamental aspects of any company. Freeman and Stewart (2006, p. 4-5), describe ethical leadership as viewing subordinates as stakeholders contributing greatly to the company success. Setting goals without considering ethics lead to unhealthy non-professional relations (Lambert et al. 2012, p. 916) which in turn lead to unethical treatment of other stakeholders thus damaging the company’s image.
The transformational leadership theory holds that Goals are attained by establishing structures that dictate the manner of relations between stakeholders. Structures also ensure that lines are not crossed, and the expectations are fulfilled (Benjamin and O’Reilly 2011, p. 454). Structures should not be too rigid or excessively flexible. The former infers an overemphasis on goal attainment while the latter means overemphasis on relationships. The value of transactional is evident as it proofs that rigid structures overlook the importance of employees and their opinions thus killing their drive to steer the company to success. The adoption of this model shows that positive relations influence employees success because of the motivation associated with flexibility. However, excessively flexible structures may lead to unprofessionalism and inability to achieve goals within stipulated timelines.
 
 
Reference List
Acas.go.uk. 2011. The People Factor – engage your employee; for business success, Acas.go.uk. 4-23. Available from: . [8 May 2017].
Benjamin B. and O’Reilly. C. 2011. Becoming a leader: early career challenges faced by MBA graduates. Academy of Management Learning & Education, Vol. 10, No. 3, 452–472.
Blanchard Institute. 2016. “Essential skills every first-time manager should master” The Ken Blanchard Company p. 1-10.
Covey S. n.d. Building Trust In the Workplace.
Freeman, R. E and Stewart F. L. 2006. Developing Ethical Leadership. Business Roundtable Institute for Corporate Ethics pp. 2-13.
Lambert, L. et al. 2012. Forgotten but not gone: An examination of fit between leader consideration and initiating structure needed and received. Journal of Applied Psychology, vol. 97, no. 5, pp. 913-930.
Mutjaba B. G. et al. 2013. Task and relationship orientation of Chinese students and managers in the automotive industry. Journal of Technology Management in China, vol. 8 no. 3, pp. 142-154.
Zhang, Z., Wang M. and Shi J. 2012. Leader-follower congruence in proactive personality and work outcomes: the mediating role of leader-member exchange. Academy of Management Journal, Vol. 55, No. 1, pp. 111–130.

 
 
Almost by definition, the role of leader requires two things: progress towards some goal, such as through task accomplishment, and the maintenance of an enthusiastic following through relationship building. Emphasis to one, to the exclusion of the other, will most likely prove ineffective. Discuss this statement and give examples of its managerial implications.
Note: I have attached book pages, some useful articles.

Operations is the engine that drives a business. This module focuses on the heart of that engine: managing the production process. (12 Turns). To gain access to this module, please access the URL your faculty posted in the announcements and course materials section of the classroom to begin. Using the email from Words of Wisdom (WOW) containing your sign in information, log into your McGraw Hill student account and select the MGMT 345 Master (Cape & Cullen), then select “Click here to launch MH Practice.” On the next screen, select Assign & Play to gain access to the various modules. Find "Module 1: The Production Process" on the list and select Play Game. From that point follow the instructions in the simulation.
The warehouse manager thought a recent presentation on operations management was extremely valuable to the company. He now wants to shift the conversation to focus on the production process. He would like you to explain the key components of the production process to others in his department. He has asked you to create a memo that will be sent out to everyone in his department.
Using what you learned in the game module, draft a memo explaining to your production managers how effective the production process can be and how it could help to enhance profitability and stakeholder value for the company, including the following:
Provide an overview of what a manufacturing process is and how it is organized.
Explain why process thinking is important in operations management.
Explain the concepts of setup time, utilization time, production scheduling, and bottlenecks in a simple manufacturing process and what the role of the operations manager is.
The memo should include a visual representation of an example process dominant layout and the advantages and disadvantage of such a layout should be provided. You may use the "Shape" or "SmartArt" options in Word for your illustration.
Note: The game module must be played and completed to complete the full IP assignment. 500-600
Reference
McGraw-Hill Irwin. (2005). What is operations management? [Video file]. Retrieved from http://www.viddler.com/embed/7042139e/?f=1&player=arpeggio&secret=69515110&make_responsive=0

Specifically for this assignment we will use an interactive map of westward expansion from 1860 to 1890. You can access it at this URL: http://www.pbslearningmedia.org/asset/akh10_int_expansion/ Once you have the map open, click on the boxes for Major Cities, Railroad Networks, Improved Agricultural Land, and States and Territories. At the bottom of the map, you will notice the decades 1860, 1870, 1880, and 1890. Click on each of these decades in succession and you will see the ways in which the country changed. The goal of this assignment is for you to interpret, synthesize, and analyze what you are seeing on the map. You will make a well-organized argument, support that through research, and then write a conclusion for your findings.
Analysis is the process whereby the researcher separates something into its component parts. In an analytical essay, the writer examines a subject relative to its own terms, and explains the problem by studying the individual parts. In contrast, synthesis requires that the researcher examine individual unrelated parts in an effort to discover something new. A good essay will utilize both analysis and synthesis. Instead of examining the simple facts of a problem, the writer will go beyond the obvious, making connections between different pieces of evidence to discover something new.
As an example, consider a modern map of the world illustrating the growth of the internet over the last thirty years. It demonstrates the new ways in which the world is connected by facilitating the spread of ideas through instantaneous communication. Access to much of the information that once required us to physically travel to a library is now accessible through a computer at home (or a mobile phone in your pocket). Social media has also given us the ability to discuss and debate ideas, not only with our friends and family, but with people we may have never met. We all have the power to disseminate knowledge around the globe within a matter of seconds.
If you were writing a paper on this topic (this is an example only, as your paper will focus on the period from 1860 to 1890) you could analyze this larger topic by focusing on a specific aspect like use of the internet in online education. You might make the argument that the internet has enabled more non-traditional students to pursue a higher education. Your synthesis would include understanding the connections between your outside research and your argument.

CIS8100 Assignment 3
 
 
 
 
 
 
CIS8100 Assignment 3
 
E-commerce Implementation Report
 
& Prototype Website
 
 
 

Description
Marks out of
Wtg(%)
Word limit
Due date

Assignment 3
100
35
3500 (±10%)
19 May 2017

 
 
 
 
Assignment 3 Specification
 
Assignment 3 requires you to present a report to discuss implementation issues in the e-commerce management sector, including further extending your prototype website from Assignment 3 to facilitate e- commerce transactions based on the same online business category as in Assignment 2.
 
You will be required to extend the development of your prototype website using the Joomla! content management system in cloudaccess.net. Details about setting up your website at CloudAccess.net is provided in Joomla Workshop 1.
 
Your implementation report and prototype website must be related to the online business category assigned to you. Failure to do so will result in your assignments being rejected and no marks will be allocated.
 
 
 

 
Report: E-commerce Implementation
70 marks
 

 
Report Structure and Presentation
5
 

Your report should include a title page, Table of Contents (including List of Tables and List of Figures if applicable) and Appendices.
 
Note: Make sure to state your name and student number in the report on the title page. State the word count of the report (Introduction to Conclusions & Recommendations)

Report Letter of Transmittal, Executive Summary and Introduction
5

(Introduction – approx. 250 words)
 
Your report should include a letter of transmittal, executive summary, and introduction to the report.
 
2
 
CIS8100 Assignment 3
 
 
Note: Make sure to use the same name for your e-commerce site as reported in Assignment 2.

Report Section 1 – Implementation Plan (approx. 650 words) page 184  textbook
10

The systems development life cycle (SDLC) is a methodology to understand the business objectives of an information systems and to design an appropriate information systems. Using the SDLC methodology, construct an implementation plan for the e-commerce presence for your online business.
 
The SDLC for an e-commerce site involves five major steps:

Systems analysis,
systems design,
building the system,
testing the system and continuing maintenance of the system.

 
As a planning report, please list how these steps will be performed for your e-commerce website with reference to the e-commerce strategy adopted in Assignment 2.
 

Report Section 2 – Mobile Web Presence (approx. 650 words) page 226  textbook
10

Lately the use of smartphones has disrupted the personal computing and e-commerce landscape. As mobile platforms become more widely adopted, they are becoming more useful for accessing websites.
 
In order to design a mobile web presence,

what factors of the mobile platform must be considered by your online business?

Report Section 3 – E-commerce Security Environment (approx. 650 words) page 240  textbook
10

The e-commerce environment holds threats for both consumers and business owners, such as malicious code, phishing and identity theft, hacking, cybervandalism and data breaches.
 
How can your online business achieve improvements to its overall e-commerce security environment?
 

Report Section 4 – Information Privacy in social media (approx. 650 words) page 461  textbook
10

There are significant advantages of engaging with your customers in social networks such as Facebook and Instagram. However when your customers share personal information on a social site, it presents a lot of problems not only to your customers but also to you in terms of dealing with information privacy.
 

What are the problems your customers might face when sharing personal information on a social site?
How can you, as an ethically responsible online business, minimise the occurrence and impact of such problems?

Report: Conclusions and Recommendations to the Business (approx. 250 words)       5
Your report should include separate conclusions and recommendations sections.
 

Conclusions provide a summary of your key findings from the body of the report.

Recommendations provide a summary of the recommendations to your online business based on the implementation study conducted in the report.

Report: Appendix 1 Journal (100 words)
10

Prepare a journal that records your activities and research related to completing this assignment. In date order, clearly list the following:
 

Date of research & project activity

Full description of activity / discussion

Time duration of the activity

 
Submit this journal as Appendix 1 in the Report.
 
 

Report: Referencing and Appropriateness of Sources
5

References are required and the Harvard AGPS standard of referencing must be used. This standard is detailed on USQ Library Site .
 
Ensure that your reports are fully referenced , including any reference to the text book. Your report should include in-text references and a List of References.
 
Do not repeat verbatim large slabs of information from other sources such as the text – you must put the ideas/information in your own words.
 
You must use at least ten (10) academically sound sources other than the textbook in completing this report.
 
Note: the word count does not include letter of transmittal, executive summary, references or appendices.
 
 
 
5

PMU ID #:_________________________ Name:_____________________________
 
CRN:  20601 & 20602                                              Course Section #: 201 & 202

College of Business Administration

HRMT 4338 (CoBA, PMU)                                                                                                         

Human Resource Planning

Extended Case Study (Takeaway) Exercise

Spring Semester 2017
 

Number of Exercise Pages: ( Extendable )
including this cover sheet
Time Allowed: ( 24 Hours)
Delivered via Email
Submission via Bb by 12noon of 9th May 2017

#
Final Score
 

A1: PDP Table
Case study   B1-B5

Max grade
70% (7)
35% (3.5)
35% (3.5)

Student’s Grade
 
 
 

Questions of Final Exam to CLO Mapping
Max Grade
Weight
Student Grade

CLO1
[Evaluated in MT1 and MT2, plus project]
 
 
 

CLO2
[Evaluated in MT1 and MT2, plus project]
 
 
 

CLO3
Evaluate strategies to integrate human resources planning with the strategic initiatives of senior management to achieve overall business objectives
 
 
 

CLO4
Essay Topics, as in Final Exam
 
 
 

CLO5
Short Answers, as in Final Exam
 
 
 

CLO6
Analyze global issues and how these affect HR planning
 
 
 

Plus, PMU Generic Competencies for PDP related to Planning, Project Management and Conflict Resolution
 
 
 

 
 
 
Total
 
 
 

 
 
 
Section A (35% of marks): Please extend and complete the following table, based on previous class discussions and guiding questions provided in the PDO template.
 
Personal Development Plan
(By: “Student’s Name Here”)
 
 
A personal development plan will help you improve or maintain your current level of success and prepare for future opportunities. You can include both personal and career goals in a single plan, or create a separate plan for each of the key areas of your life. Either way, be sure to revisit your plan(s) at least once every six months to ensure your goals are aligned with the changes in the world around you.
 
This template includes sections for the following process:

Assess your current state.
Identify areas of opportunities.
Skills and experience needs.
Develop your action plan.

 
 
Objectives are specific actions that support your larger life goals. Choose objectives that will have the greatest impact on achieving your goals. Use the SMART system to define them:

Specific—can you clearly define the objective you want to accomplish?
Measurable—how will you know when it’s complete?
Attainable—is it realistic, based on your current commitment level, skills and experience?
Relevant—how does it directly contribute to the goal you are pursuing?
Time frame—can you accomplish it within a reasonable time period?

 
 
 
 
Please complete and extend (to as many pages as needed) the plan below. You can later print it to be able to review regularly to maintain progress on achieving your personal, social and career goals.
 

“Your Name” – 2017 Personal Development Plan

Specific Objective
Measurement
Attainable
Relevance
Time Frame
Key Learning and Application
(What insight do/did you gain and how d/did you apply it to your future life steps?

Example:
Take a Project Management Fundamentals Class.
Attend all sessions and complete all assignments. Receive certificate.
Yes, with support of family members to be away for evening classes.
PM Certificate directly supports my goal of being qualified for a job in management.
5-week class, May/June time frame
 

Example:
Job shadow
Follow a full day of Internship activities
Yes, with permission from my boss to spend a day away from my regular work.
Gain insight into what a sales manager does and what skills are needed.
Set up a day this week. Complete next week.
 

Example:
Define and begin an exercise program.
Track duration and frequency of exercise program.
Yes, need to check with my doctor to ensure my plan is appropriate. Adjust plan as advised.
Supports goal to become physically fit.
First month, work up to steady routine. Maintain every month thereafter.
 

 
 
Section B (35% of marks): Please read the case study and answer 3 questions, and complete the table, based on previous seminar discussions.

 
NPC Case study: Numerical and contextual analysis
 
 
 
 
 

Context of the firm: the National Petrochemical Company (NPC) ( شرکت ملی صنایع پتروشیمی‎‎), is a subsidiary of the Iranian Petroleum Ministry, and owned by the government of Iran. It is responsible for the development and operation of the country’s petrochemical sector and founded in 1964, by operating a small fertilizer plant near the city of Shiraz. Despite the economic sanctions placed on Iranian companies, trade and technology-transfer interactions due to geopolitical circumstances till 2015, NPC remains the second largest producer and exporter of petrochemicals in the Middle East, taking steps in areas such as R&D to achieve a higher level of self-sufficiency. As of 2017, foreign direct investment, technology-transfer and leading-edge training and development remain a core challenge. Equally, an aging workforce with many likely to retire in the next decade threatens the skills-continuity of the company and the sector.
 
NPC works closely with, and within the framework of the National Iranian Oil Company (NIOC: شرکت ملّی نفت ایران‎‎), a government-owned corporation under the direction of the Ministry of Petroleum of Iran, and is a national oil and gas producer and distributor headquartered in Tehran, and led by Engineer Bijan Namdar Zangeneh – ( بيژن نامدار زنگنه )  –  Established in 1948, NIOC ranks as the world’s second largest oil company, after Saudi Arabia’s state-owned Aramco. NIOC is exclusively responsible for the exploration, extraction, transportation and exportation of crude oil, and exploration, extraction and sales of natural gas and liquefied natural gas (LNG) and works according to commercial considerations in the framework of the quotas determined by the Organization of Petroleum Exporting Countries (OPEC) and at the prices prevalent in the international markets. NIOC employs around 40,000 staff.
 
NPC is led by Engineer Marzieh Shah-Daei   مرضیه شاهدایی‎‎  – who is the NPC Director and also serves as the VP to the Oil Minister. NPC is made up of a government-led core staff group (of public sector employees) totalling 1513 staff, plus a large collection of private sector firms, many of which float in Tehran Stock Exchange, employing 21410 staff based on latest data.
 

NPC Staff Breakdown as of end of March 2017: Actual Data

NPC Public Sector – Core Company
 
1513

Demographic Profile:                                  1192 Male (78.78%) and 321 Female (21.22%) staff
75.02% of overall staff are university educated: 56.38% Male and 18.64% Female
Average age is 47.20 years and average experience years in the company is 20.06 years

Private Sector Companies
 
19897

Demographic Data: Unknown

 
Total
21410

 
 
NPC (Public Sector) uses best practice and policy borrowing, and considers diversity in its workforce as an important element in innovation and professionalism. It therefore wishes to play an important and transformational role, and act as a corporate role model in the NPC (Private sector) firms, as well as NIOC and the related industry’s future.
 
Two related company-wide initiatives are a closer attention to representation of female staff and recruitment of ethnic minority/under-represented staff, both as designated priority groups. Acting as a role model, NPC (Public Sector) wishes to retain and where possible, improve on its 21% female staff so that other related companies can be encouraged to maximise their effort, on these HRP policies.
 
Additionally, two ethnic minorities are likely to be targeted by the NPC. Firstly, the Iranian-Arabs, that comprise 2% of the population (and are almost entirely Shi’a) who reside in the Khuzestan and Hormozgan provinces, adjacent to the northern edges of the Gulf. The other group of interest is to increase the size of the staff from ethnic communities that have a large Sunni background, such as Kurd, Turkmen, Baloch and Talysh/Talesh (see colour codes for regional locations, in the ethnicity map section below).
 
Company leadership and geography matters: On a personal ‘family ethnicity’ level, Mr. Zangeneh, in his mid-60s, comes from an Iranian-Kurd (Shi’a) ethnic background and Mrs. Shah-Daei, in her mid-50s, from a Persian (Shi’a) ethnic background. Mr. Zangeneh is assisted by a senior executive, in his mid-40s, Deputy Oil Minister for Engineering (and International) Affairs, Mr. Seyed Emad Hosseini –  سیدعماد حسینی – who comes from an Iranian-Kurd (Sunni) background. As a former member of Iranian Parliament (Majlis), his NIOC profile and duties includes internal audit and curbing anti-corruption activities in the Ministry and allied companies.
 
 
 
Case study questions:
 
Please answer the questions briefly, extending the page as necessary downwards and typing in a different colour, outlining your thinking and calculations: two brief sample guiding answers are provided which you can amend, delete and/or add to.
 
To answer the below questions, you should assume the following data for your projection model:
 

Iran’s total population as 78 million locals (80m total – 2m Afghan and Iraqi migrants);
the Iranian Sunni communities as 8% of the population;
the Iranian-Arab communities of Khuzestan and Hormozgan as 2% of the population;
NPC female staff rate of 21% as a role model for entire NIOC;
NPC and NIOC’s average annual turnover, projected for the next 5 years as around 0.5% per year, so totalling a maximum 2.5% turnover for 2017 to 2022 period;
NPC and NIOC’s current rate of all ‘ethnic-minorities’ is about 8% but this is not useful as the data is aggregated (and we cannot disaggregate it, to identify our target groups) so you can assume a lower prudent estimate number, between 0% to 2%, as you see fit;
Iran’s labour force participation rate percentage is 44.7% (meaning that about 56% of population are not in the labour force as they are too young, too old or in education, etc.)
NPC Public and Private sector firms total 21410, and NIOC has 40000 staff members.

 
 
B1.       With 2.5% over 5 years, what is the actual projected turnover rate, in terms of staff numbers from NPC and NIOC by 2022? Assuming the overall numbers remain steady, what will be the projected vacancy numbers, per year in NPC and NIOC?  [0.5 Mark – Numerical Answer]
 
 
[Guiding answer: Assuming the NPC and NIOC staff numbers remain the same for five years, we have 21410 + 40000 = 61410 staff, losing 2.5% due to turnover, so: 61410 x 0.025 ≈ 1535 staff. As the turnover rate is quite small – as existing staff do not wish to leave NPC or NIOC – projected vacancy rate will also be small and we will not be able to get the new generation of staff into the company, unless we offer other incentives to retire existing staff, as the average age – in NPC at least – is high… and potentially offer 8% of the newly available vacancies of 1535 to the Sunni-community and 2% to the Iranian-Arabs, as a minimum… plus 21%, which can include part of the 8% and 2% above to female candidates, i.e. female minorities…]
 
 
B2.       Within the next five years, what projected number of staff from a Sunni-dominated ethnic background need to be recruited into NPC and NIOC, to mirror the national population-segment percentages? [0.5 Mark – Numerical Answer]
 
 
[Guiding answer: Assuming the Sunni-dominated ethnic communities remain 8% of the total population, ideally we should have 61410 x 0.08 ≈ 4912 Sunni staff in NPC and NIOC. However, we realise that we have a data problem/analytics challenge, meaning that we already have about 8% = 4912 ‘minority’ staff as outlined in our assumptions but we are unsure of their exact ethnic/religious background, so at the current vacancy rate, the ‘ideal position’ may take a long time to reach. So we can offer 8% of all new vacancies in 2017 to 2022 as a forward-looking reconciliatory effort. We can also find the overall actual number in the population, i.e. 78,000,000 x 0.08 = 6,240,000: Out of this however, we know that we need to apply the labour force participation rate percentage of 44.7% to get a more accurate picture of how many are active in the labour market, so 6,240,000 x 0.447 = 2,789,280 and then break this figure further down to the age range and the education/qualifications levels that we are likely to require and recruit at…]
 
 
B3.       Within the next five years, what projected number of Iranian-Arabs ethnic background need to be recruited into NPC and NIOC, to mirror the national population-segment percentages? [0.5 Mark – Numerical Answer]
 
 
 
B4.       Is it important to have designated recruitment and retention target groups for different population segments, such as female target percentages, in a country (like Iran, Saudi Arabia or UAE)? Briefly justify your answer. [0.5 Mark – Analytical Answer]
 
 
 
B5.       Based on the macro and micro context of the case study, what similarities and differences can you detect between the Iranian and Saudi Arabia labour market structures, effecting macro or micro human resource planning? You can use the ‘Key Indicator’ data box, clicking on the embedded URL links above [country names], within your answers [1 Mark – Analytical Answer]
 
 
 
B6.       Within organisational audit (e.g. ‘Sarbanes-Oxley’) activities, why do you think the Iranian Petroleum Ministry has allocated the responsibility for internal audit and anti-corruption function (within NPC and NIOC remits) to Mr. Seyed Emad Hosseini, who is a member of an ethnic-minority community? Acting as a consultant to NIOC, would you agree with this decision, and why/why not?  [0.5 Mark – Analytical Answer]
 
 
 
 
 
The macro demographic context: Iran’s population currently stands at about 80 million (2016 estimate) and comprises of multi-ethnic communities: the map below provides a geographical estimate of some of the main ethnic and religious communities. Latest estimates suggest that Iran has a 90% Shi’a, and 8% to 9% Sunni population. Iran also has a small (under 1% of the total population) non-Muslim population (of Zoroastrians, Armenian Christians and Iranian Jews). In addition to below, there are approximately 2 million registered non-Iranian nationals residing in Iran, made-up of approximately 1.5 million Afghan migrants (both Sunni and Shi’a) and 0.5 million Iraqi (predominantly Shi’a) migrants, many with work permits.
 
 
Iran’s ethnicity and religious distribution (University of Texas at Austin, 2009)
University of Texas at Austin, 2009. University of Texas at Austin Perry-Castañeda Library Map Collection: Iran Maps [WWW Document]. Univ. Tex. Austin Perry-Castañeda Libr. Map Collect. Iran Maps. URL http://www.lib.utexas.edu/maps/iran.html (accessed May 7 2017).
 
 

Part 3 : when organisations are considering their aims, Objective and values they need to take info account the wishes and expectations of interested groups. Define all the various types of stakeholder and their expectations and what expressly the companies say in their website, Annual Reports, Advertising and other documentation to show what it is doing to satisfy the requirements of the various stakeholders .
Please note that each organisation will have slightly different groups of stakeholders though many will be common (i.e.the same )
(Will write about Uk not USA)

1
Data    Structures    &    Algorithms    [MOD002641]
Coursework    Assignment    for    Semester    2,    2016-17
Due    Date:    Friday    12
th
May    2017
An    examination    of    the    number    of    comparisons    needed    for    successful    searches    of
sorted    arrays    using    ten    different    search    algorithms
SID    Number:    XXXXXXX
Department    of    Computing    &    Technology
Faculty    of    Science    &    Technology
Anglia    Ruskin    University
East    Road
Cambridge    CB1    1PT
United    Kingdom
2
Instructions
1.  In     this    assignment,    you    will    analyse    some    array    search     algorithms    using     MATLAB.    The     first     search
algorithm    (linear    search)    is    analysed    for    you    as    an    example.    There    are    10    marks    available    for    each    of    the
remaining    search    algorithms    to    be    analysed.    Test    your    algorithms    before    analysing    them    to    ensure    that
they    operate    correctly    (e.g.,    using    small    arrays    passed    to    your    functions    from    the    Command    Window).
2.  Complete    the    report    in    exactly    the    format    given    here    (i.e.,    fill    in    the    sections    and    do    not    change    the
structure    of    the    document).    10    marks    will    be    awarded    for    keeping    the    document    in    the    correct    format
as    you    complete    the    report.    In    particular,    note    that    code    should    be    pasted    directly    from    MATLAB,    in
order    that    a    fixed-width    font    is    used,    and    to    ensure    that    indentation    is    maintained.
3.  Your    printed    report    must    be    submitted    with    a    CD    or    USB    drive    containing    your    source    code    (functions
for    each    search    algorithm    and    test    harnesses).    Work    must    be    submitted    to    the    iCentre    by    the    published
deadline.    This    assignment    is    worth    50%    of    your    grade    for    the    module.
4.  Some     initial     references     are     provided,     but     further     research     will     be    needed    to     learn     about     the     search
algorithms    that    have    not    been    discussed    in    class.    Additional    references    should    be    added    to    the    Harvard
style    reference    list    to    acknowledge    the    sources    consulted.    Use    reliable    sources    wherever    possible.
5.  In     the     mark     scheme     (shown     below)     insert     0s     for     any     algorithms     or     subsections     not     completed     to
determine    the    maximum    possible    mark    that    you    can    score    and    to    indicate    which    parts    were    attempted.
Mark    Scheme
Algorithm
Subsection
1
Subsection
2
Subsection
3
Subsection
4
Subsection
5
Marks
1.    Linear     N/A     N/A     N/A     N/A     N/A     N/A
2.    Random     0..2     0..2     0..2     0..2     0..2     0..10
3.    Jump     0..2     0..2     0..2     0..2     0..2     0..10
4.    K-level    Jump     0..2     0..2     0..2     0..2     0..2     0..10
5.    Exponential     0..2     0..2     0..2     0..2     0..2     0..10
6.    Fibonaccian     0..2     0..2     0..2     0..2     0..2     0..10
7.    Binary     0..2     0..2     0..2     0..2     0..2     0..10
8.    Ternary     0..2     0..2     0..2     0..2     0..2     0..10
9.    InterpolationSequential
0..2     0..2     0..2     0..2     0..2     0..10
10.    Interpolation     0..2     0..2     0..2     0..2     0..2     0..10
Presentation     0..10
Total    Marks     0..100
3
Table    of    Contents
1.  Linear    Search    (Sequential    Search)
1.1 Basic    logic    used    by    the    algorithm
1.2 Published    and/or    theoretically    deduced    time    complexity
1.3 Presentation    of    algorithm    as    a    function    in    MATLAB
1.4 Presentation    of    successful    search    test    results    graphs    for    increasing    array    sizes
1.5 Discussion    of    results
2.  Random    Search
2.1 Basic    logic    used    by    the    algorithm
2.2 Published    and/or    theoretically    deduced    time    complexity
2.3 Presentation    of    algorithm    as    a    function    in    MATLAB
2.4 Presentation    of    successful    search    test    results    graphs    for    increasing    array    sizes
2.5 Discussion    of    results
3.  Jump    Search    (Block    Search)
3.1 Basic    logic    used    by    the    algorithm
3.2 Published    and/or    theoretically    deduced    time    complexity
3.3 Presentation    of    algorithm    as    a    function    in    MATLAB
3.4 Presentation    of    successful    search    test    results    graphs    for    increasing    array    sizes
3.5 Discussion    of    results
4.  K-level    Jump    Search
4.1 Basic    logic    used    by    the    algorithm
4.2 Published    and/or    theoretically    deduced    time    complexity
4.3 Presentation    of    algorithm    as    a    function    in    MATLAB
4.4 Presentation    of    successful    search    test    results    graphs    for    increasing    array    sizes
4.5 Discussion    of    results
5.  Exponential    Search    (Doubling    Search,    Galloping    Search)
5.1 Basic    logic    used    by    the    algorithm
5.2 Published    and/or    theoretically    deduced    time    complexity
5.3 Presentation    of    algorithm    as    a    function    in    MATLAB
5.4 Presentation    of    successful    search    test    results    graphs    for    increasing    array    sizes
5.5 Discussion    of    results
4
6.  Fibonaccian    Search
6.1 Basic    logic    used    by    the    algorithm
6.2 Published    and/or    theoretically    deduced    time    complexity
6.3 Presentation    of    algorithm    as    a    function    in    MATLAB
6.4 Presentation    of    successful    search    test    results    graphs    for    increasing    array    sizes
6.5 Discussion    of    results
7.  Binary    Search    (Half-interval    Search,    Logarithmic    Search)
7.1 Basic    logic    used    by    the    algorithm
7.2 Published    and/or    theoretically    deduced    time    complexity
7.3 Presentation    of    algorithm    as    a    function    in    MATLAB
7.4 Presentation    of    successful    search    test    results    graphs    for    increasing    array    sizes
7.5 Discussion    of    results
8.  Ternary    Search
8.1 Basic    logic    used    by    the    algorithm
8.2 Published    and/or    theoretically    deduced    time    complexity
8.3 Presentation    of    algorithm    as    a    function    in    MATLAB
8.4 Presentation    of    successful    search    test    results    graphs    for    increasing    array    sizes
8.5 Discussion    of    results
9.  Interpolation-Sequential    Search
9.1 Basic    logic    used    by    the    algorithm
9.2 Published    and/or    theoretically    deduced    time    complexity
9.3 Presentation    of    algorithm    as    a    function    in    MATLAB
9.4 Presentation    of    successful    search    test    results    graphs    for    increasing    array    sizes
9.5 Discussion    of    results
10. Interpolation    Search    (Predictive    Search)
10.1 Basic    logic    used    by    the    algorithm
10.2 Published    and/or    theoretically    deduced    time    complexity
10.3 Presentation    of    algorithm    as    a    function    in    MATLAB
10.4 Presentation    of    successful    search    test    results    graphs    for    increasing    array    sizes
10.5 Discussion    of    results
Appendix    A:    Test    Harness    for    Deterministic    Search    Algorithms
Appendix    B:    Test    Harness    for    Non-deterministic    Search    Algorithms
5
List    of    Figures
Figure    1:    Min,    average,    and    max    comparisons    for    linear    search    for    array    sizes    [0..1024].
Figure    2:    Min,    average,    and    max    comparisons    for    random    search    for    array    sizes    [0..1024].
Figure    3:    Min,    average,    and    max    comparisons    for    jump    search    for    array    sizes    [0..1024].
Figure    4:    Min,    average,    and    max    comparisons    for    k-level    jump    search    for    array    sizes    [0..1024].
Figure    5:    Min,    average,    and    max    comparisons    for    exponential    search    for    array    sizes    [0..1024].
Figure    6:    Min,    average,    and    max    comparisons    for    Fibonaccian    search    for    array    sizes    [0..1024].
Figure    7:    Min,    average,    and    max    comparisons    for    binary    search    for    array    sizes    [0..1024].
Figure    8:    Min,    average,    and    max    comparisons    for    ternary    search    for    array    sizes    [0..1024].
Figure    9:    Min,    average,    and    max    comparisons    for    interpolation-sequential    search    for    array    sizes    [0..1024].
Figure    10:    Min,    average,    and    max    comparisons    for    interpolation    search    for    array    sizes    [0..1024].
List    of    Tables
Table    1:    Time    complexity    summary    for    linear    search.
Table    2:    Time    complexity    summary    for    random    search.
Table    3:    Time    complexity    summary    for    jump    search.
Table    4:    Time    complexity    summary    for    k-level    jump    search.
Table    5:    Time    complexity    summary    for    exponential    search.
Table    6:    Time    complexity    summary    for    Fibonaccian    search.
Table    7:    Time    complexity    summary    for    binary    search.
Table    8:    Time    complexity    summary    for    ternary    search.
Table    9:    Time    complexity    summary    for    interpolation-sequential    search.
Table    10:    Time    complexity    summary    for    interpolation    search.
List    of    Files    on    Attached    Media
linearSearch.m        linearSearchTestHarness.m
randomSearch.m        randomSearchTestHarness.m
jumpSearch.m        jumpSearchTestHarness.m
kLevelJumpSearch.m      kLevelJumpSearchTestHarness.m
exponentialSearch.m      exponentialSearchTestHarness.m
fibonaccianSearch.m      fibonaccianSearchTestHarness.m
binarySearch.m        binarySearchTestHarness.m
ternarySearch.m        ternarySearchTestHarness.m
interpolationSequentialSearch.m  interpolationSequentialSearchTestHarness.m
interpolationSearch.m      interpolationSearchTestHarness.m
6
1.  Linear    Search    (Sequential    Search)
1.1 Basic    logic    used    by    the    algorithm
The    linear    search    algorithm    compares    a    search    target    to    the    value    in    each    element    [1..N]    of    an    array    �
sequentially,     starting    from     the     first     element     (here,     element     1).     The     search     terminates    if    one     of     two
things    happens:    1.    the    search    target    is    found;    2.    the    end    of    the    array    is    reached.    In    the    event    that    the
target    is    found,    the    array    index    in    which    it    was    found    is    returned.    In    the    event    that    the    end    of    the    array
is    reached    and    the    search    target    has    not    been    found,    a    fail    token    is    returned    (here,    -1).
1.2 Published    and/or    theoretically    deduced    time    complexity
For    successful    searches,    the    best    case    occurs    when    the    target    is    found    in    the    first    index    examined    (i.e.,
index    1,    requiring    one    comparison).    The    worst    case    occurs    when    the    search    target    is    found    in    the    final
element    (at    index    N,    requiring    N    comparisons).    The    average    case    is    that    the    search    target    is    found    in
the     centre     of     the     array,     at     index     0.5N,     taking     0.5N     comparisons.     These    time     complexities     are
summarised    in    Table    1.
Best    Case     Average    Case     Worst    Case
Linear    Search    (Successful)     O(1)     O(n)     O(n)
Table    1:    Time    complexity    summary    for    linear    search.
1.3 Presentation    of    algorithm    as    a    function    in    MATLAB
function [numComparisons, currentIndex] = linearSearch(V, target)
numComparisons = 0;
for currentIndex=1:length(V)
numComparisons = numComparisons + 1;
if(V(currentIndex) == target)
break;
end
end
if(V(currentIndex)~=target)
currentIndex = -1;
end
end
The    MATLAB    source    code    for    this    algorithm    is    provided    on    the    attached    disk,    filename    linearSearch.m
7
1.4 Presentation    of    successful    search    test    results    graphs    for    increasing    array    sizes
Results    for    a    successful    linear    search    of    array    sizes    1..1024    are    shown    in    Fig.    1.
Figure    1:    Min    (green),    average    (yellow),    and    max    (red)    comparisons    for    linear    search    of    an    array    of    size
[0..1024].    Dotted    lines    show    expected    (theoretically    deduced)    min,    average    and    max.
1.5 Discussion    of    results
The    observed    test    results    (coloured    lines)    are    in    good    agreement    with    the    published    (expected)    time
complexities     for     a     linear     search     (dotted     lines).     The     best     case    (minimum     number     of     comparisons
required)    was    always    one    (green    line),    irrespective    of    array    length.    The    worst    case    (maximum    number
of    comparisons    required)    was    always    equal    to    the    array    length    (red    line),     occurring    when    the    search
target     was     found     in     the     final     element.     The     average     case     was     0.5N,     representing     the     average     of     all
possible    outcomes    (yellow    line),    which    is    that    the    search    target    is    found    in    the    centre    of    the    array.    The
average    and    worst    cases    therefore    grew    linearly    as    the    size    of    the    array    increased    as    functions    y    =    x/2
and    y    =    x,    respectively    (i.e.,    as    arithmetic    progressions).    If    the    array    size    were    doubled,    the    best    case
would    remain    constant    (at    1),    and    the    average    and    worst    cases    would    also    double.
8
References
Shneiderman,    B.    (1978).    Jump    Searching:    A    Fast    Sequential    Search    Technique,    Communications    of    the    ACM,
21(10),    831-834.    [Jump    Search].
Bentley,    J.     L.     and    Yao,     A.    C.     (1976).     An     almost     optimal     algorithm     for     unbounded     searching.    Information
Processing    Letters,    5(3),    82–87.    [Exponential    Search].
Ferguson,     D.     E.     (1960).     Fibonaccian     searching.    Communications     of     the     ACM,     3(12),     648.     [Fibonaccian
Search].
Perl,    Y.,    Itai,    A.,    &    Avni,    H.    (1978).    Interpolation    search    —    a    log    log    N    search.    Communications    of    the    ACM,
21(7),    550-553.    [Interpolation    Search].
9
Appendix    A:    Test    Harness    for    Deterministic    Search    Algorithms
Array     sizes     from     1..maxArraySize     are     tested,     where     maxArraySize     =     1024.    The     current     array     size     being
tested    is    held    in    variable    N.    The    sequence    [1..N]    is    placed    in    the    current    array.    Values    [1..N]    are    used    as
search    targets,    one    at    a    time.    Best    (minimum),    average    (arithmetic    mean)    and    worst    (maximum)    number    of
comparisons    performed    for    each    array    size    are    collected.    A    graph    of    N    against    comparisons    is    displayed,
with    three    lines    (minimum,    average    and    maximum).    Expected    performance    is    also    plotted    (dotted    lines).
clear all;close all;clc;
maxArraySize = 1024;
for N = 1:maxArraySize
array = 1:N;
for searchTarget = 1:N
comparisons(searchTarget) = linearSearch(array, searchTarget);
end
min_comps(N) = min(comparisons);
avg_comps(N) = mean(comparisons);
max_comps(N) = max(comparisons);
clear comparisons;
end
figure;
% Plot Observed
plot([1:maxArraySize], min_comps,’g’,’LineWidth’,3);hold on;
plot([1:maxArraySize], avg_comps,’y’,’LineWidth’,3);
plot([1:maxArraySize], max_comps,’r’,’LineWidth’,3);
legend(‘min’,’mean’,’max’);
% Plot Expected
plot([1:maxArraySize], linspace(1,1,maxArraySize), ‘k:’);
plot([1:maxArraySize], linspace(1,N/2,maxArraySize), ‘k:’);
plot([1:maxArraySize], linspace(1,N,maxArraySize), ‘k:’);
% Annotate Chart
xlabel(‘Array Size (N)’,’FontSize’,14);
ylabel(‘Comparisons’, ‘FontSize’, 14);
title(‘Linear Search (Successful)’,’FontSize’, 14);
xlim([0 maxArraySize]);
ylim([0 max(max_comps)]);
print -f1 -r300 -dbmp linearSearchSuccessful.bmp
modify    as
required