Keiser University Illegal Black Market Of Cryptocurrency Presentation Objective – Students will: 1.) present the rationale behind their final project sele

Keiser University Illegal Black Market Of Cryptocurrency Presentation Objective – Students will:

1.) present the rationale behind their final project selection, Identify the organizational strategy, (p.54)

2.) create a problem statement using one of the five strategies from the text, and

3.) project a forecast from literature on the potential of, or future beyond the project (3 slides total)

the final project selection was cryptocurrency Precious Metals and Crypto Currency
production/manufacturing in 2019 & beyond
Hillary Ziolkovski
Keiser University
Operations Management-MAN575GH1
Professor Laura Thompson
Rationale behind final project selection
• Cryptocurrencies will provide an appealing alternative to fiat
currencies in the inevitable event of a market correction. Due to the
untethered nature of crypto coins, they are able to retain their value
far more easily in the face of economic strife.
• With these factors, I am interested in how forecast models depict the
future growth of cryptocurrency and whether investment would be a
better option than precious metals.
Problem Statement
Since cryptocurrency is a newer form of currency, there is not enough
historical data which can be used to perform quantitative research.
What variables drive the market value of cryptocurrency and precious
metals? Will these variables be significantly affected due to the current
pandemic?
Forecast
With the world getting ready for a financial and banking transformation, engineers and product
developers will be hard at work getting products together to allow for cryptocurrency to become
generally used and distributed.
A new wave of investors(Generation Y and Generation Z) will be entering the market. The
impacts of cryptocurrencies on future transactions is also clear as day, as they appear to be
nudging us in a new direction where people might not require traditional financial organizations
such as banks and payment companies (Liu & Tsyvinski 2018). Every day, millions of people
around the world use the internet to conduct financial transactions.
Rationale & Identify the organizational strategy
The hospital has further engaged
in research-related activities on
different diseases of children and
their treatments.

Akron hospital has introduced the
application of latest technology and
modern equipments for he
provision of high quality care.
All of its employees are strictly
following bio-ethics and bio-safety
rules at their workplace.
Problem statement

What are the major problems
according to this case study that Akron
hospital is facing?
✓ Hospital is facing severe
competition due to which its
strong position is at stake.
✓ Dire need of well-established
communication strategy for the
Covid19 patients.


Project a forecast from literature on the potential of, or
future beyond the project
The hospital is limiting entry points and screening visitors
for illness, travel history and COVID-19 exposure. Only
two visitors are allowed per day, per patient. Siblings
under 18 years old are not allowed to visit
Children may well get this disease and be relatively
asymptomatic, that doesn’t mean they can’t infect
grandparents and they just need to be mindful of that. We
do have a few children under COVID19 screening, so far
we have not had any positives in children
Our patients are relatively spared from what we expect to
be happening in the adult systems, so we are actually
exploring what areas can we help our adult colleagues
with, if the opportunity arises for us to serve we may be
able to take our bed capacity and offer that up to our adult
colleagues in town.
12:30 AM Thu Jun 4
96%
Page 54
2.5 IMPLICATIONS OF ORGANIZATION
STRATEGY FOR OPERATIONS MANAGEMENT
Organization strategy has a major impact on operations and supply chain management strategies. For
example, organizations that use a low-cost, high-volume strategy limit the amount of variety offered to
customers. As a result, variations for operations and the supply chain are minimal, so they are easier to deal
with. Conversely, a strategy to offer a wide variety of products or services, or to perform customized work,
creates substantial operational and supply chain variations and, hence, more challenges in achieving a
smooth flow of goods and services throughout the supply chain, thus making the matching of supply to
demand more difficult. Similarly, increasing service reduces the ability to compete on price. Table 2.5Q
provides a brief overview of variety and some other key implications.
TABLE 2.5 Organization strategies and their implications for operations management
Organization Strategy
Low price
Implications for Operations Management
Requires low variation in products/services and a high-volume, steady
flow of goods results in maximum use of resources through the
system. Standardized work, material, and inventory requirements.
Entails higher initial cost for product and service design, and process
design, and more emphasis on assuring supplier quality.
Requires flexibility, extra capacity, and higher levels of some
inventory items.
High quality
Quick response
Newness/innovation
Entails large investment in research and development for new or
improved products and services plus the need to adapt operations
and supply processes to suit new products or services.
Product or service variety
Requires high variation in resource and more emphasis on product and
service design; higher worker skills needed, cost estimation more
difficult; scheduling more complex; quality assurance more
involved; inventory management more complex; and matching
supply to demand more difficult.
Sustainability
Affects location planning, product and service design, process design,
outsourcing decisions, returns policies, and waste management.
12:32 AM Thu Jun 4
96%
2.6 TRANSFORMING STRATEGY INTO ACTION:
THE BALANCED SCORECARD
The Balanced Scorecard (BSC) is a top-down management system that organizations can use to clarify their
vision and strategy and transform them into action. It was introduced in the early 1990s by Robert Kaplan
and David Norton,3 and it has been revised and improved since then. The idea was to move away from a
purely financial perspective of the organization and integrate other perspectives such as customers, internal
business processes, and learning and growth. Using this approach, managers develop objectives, metrics,
and targets for each objective and initiatives to achieve objectives, and they identify links among the various
perspectives. Results are monitored and used to improve strategic performance results. Figure 2.2 @
illustrates the conceptual framework of this approach. Many organizations employ this or a similar
approach.
FIGURE 2.2 The Balanced Scorecard
Financial
Performance
Customer/Stakeholder
Satisfaction
Vision
and
Strategy
Efficiency of Internal
Business Processes
Organizational
Knowledge
and Innovation
Strategy Objectives
Strategy Initiatives
Performance Measures & Targets
Source: Adapted from Robert S. Kaplan and David P. Norton, “Using the Balanced Scorecard as a Strategic Management System,” Harvard
Business Review (January-February 1996): 76.
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