You are the executive director of a nonprofit that runs an animal shelter and animal services, such as low-cost spay/neuter programs. Your biggest donor, a local foundation, has just withdrawn funding, saying that it has refocused its mission on supporting arts programs and your activities do not align with that. Unless other funding can be found, and soon, the shelter building will need to be closed, paid staff laid off, and most animals turned over to other, already crowded shelters. Your employees and volunteers are very worried and are looking to you for leadership. Which of the following do you do? Check all that apply.

a. Withhold information about the organizationâs financial picture so that employees continue to be loyal rather than looking for other jobs.
b. Hold meetings with employees, volunteers, and representatives of other local shelters and listen carefully as they brainstorm ideas.
c. Honestly acknowledge the challenges the organization faces while also communicating optimism about finding the resources to fulfill your mission.
d. Stay in your office as much as possible so people know youâre hard at work, and when you do walk around, keep a "poker face" on so no one gets the idea that things are worse or better than they are.

Imagine us is a startup that offers high definition 3d prenatal ultrasounds for high-end customers. the service process includes four activities that are conducted in the sequence described below. (the time required for each activity is shown in parentheses): activity 1: welcome a patient and explain the procedure. (20 minutes)activity 2: prep the patient (e. g., show them to the room, apply ultrasound gel). (17 minutes) (*your id number represents the amount of time needed to complete this task)activity 3: take images. (5 minutes)activity 4: discuss diagnostic with patient. (20 minutes)at each location there are employees (servers) s1, s2, and s3. the assignment of tasks to servers is the following: s1 does activities 1 and 2.s2 does activity 3.s3 does activity 4.a. what is the capacity of this process (in customers per hour)? b. suppose 3 patients arrive every hour on average. ignoring any “start of day” or “end of day” effects, what are the utilizations of all three servers (%)? c. suppose each activity can be done by any server and any server can do any set of activities. however, each activity is done by only one server. for example, a possible assignment includes: s1 does activity 1, s2 does activity 2, and s3 does activities 3 and 4. of course, the original assignment of servers to activities is also feasible. what is the maximum capacity of the process (in customers per hour)? d. now consider the capacity measures in (c) and (a), what is the percentage change? why can you improve capacity without using additional resources? (there is no free lunch, right? )note: for all hw assignments, show your process of getting the results. only providing the final answers is not acceptable and will get 0%. if necessary, use a separate sheet of paper to show your work.

Why is it easier for new entrants to get involved in radical innovations when compared to incumbent firms? a. unlike incumbent firms, new entrants do not have to face the high entry barriers, initially. b. new entrants are embedded in an innovation ecosystem, while incumbent firms are not. c. unlike incumbent firms, new entrants do not have formal organizational structures and processes. d. incumbent firms do not have the advantages of network effects that new entrants have.

To travelers know what to expect researchers collect the prices of commodities