Why Is It Important To Understand How A Syllogism Functions When It Comes To Doing Advocacy Work

Monday July 11, 2022

Why is it important to understand how a syllogism functions when it comes to doing advocacy work dance zone is 8 miles from Central High Sch 4 miles from Northwestern High School, an 16 miles from Southeastern High School. All of of miles rn Case Study at schedule that would meet personnel requiremen Chase Manhattan Bank time and also be economical. The workload in many areas of bank operations has the char- acteristics of a non-uniform distribution with respect to time of day. For example, at Chase Manhattan Bank in New York. the number of domestic money transfer customers, if plotted against time of day, would appear to h the shape of an inverted U curve, with the peak around 1 P.M r efficient use of resources, the personnel available should therefore, vary correspondingly. Figure 3.1 shows a typical workload curve and corresponding personnel requirements at different hours of the day A variable capacity can be achieved effectively by employ- ing part-time personnel. Because part-timers are not entitled to all the fringe benefits, they are often more economical than full-time employees. Other considerations, however, may limit the extent to which part-time people can be hired in a given department. The problem is to find an optimum workforce requests received from ave 4-5 PM. Personnel Hours 9-10 A.M. Hour Required FIGURE 3.1 Figure for Case Study: Chase Manhattan Bank CASE STUDY 117 of the factors affecting personnel assignment are for Chase Manhattan Bank Data TABLE 3.17 il-time employees work for 8 hours per day, with a I hour break for lunch included, HOURS REQUIRED TIME PERIOD nt of the full-timers go to lunch between 11 Fifty and noon, and the remaining 50% go between noon 9-10 A.M and I P.M. 11-12 ers work for at least 4 continuous hours but no more than 7 continuous hours per day and are not allowed 1-2 a lunch break. Ry corporate policy, part-time personnel hours are limited d. oa maximum of 40% of the day’s total requirement. ft starts at 9 A.M. and ends at 7 P.M.(i.e, overtime The shi is limited to 2 hours). Any work left over at 7 P.M. is con- sidered holdover for the next day. C A full-time employee is not allowed to work more than 1 hour of overtime per day. He or she is paid at the normal rate even for overtime hours-not at one and one-half times the normal rate typically applicable to overtime hours. Fringe benefits are not applied to overtime hours. 6-7 personnel cost subject to meeting or exceeding the hourly work- force requirements as well as the constraints on the workers listed earlier. In addition, the following costs are pertinent: a. The average normal rate per full-time personnel hour is $24.08 b. The fringe benefit rate per full-time personnel hour is charged at 25% the normal rate. c. The average rate per part-time personnel hour is $17.82. Discussion Questions 1. What is the minimum-cost schedule for the bank? 2. What are the limitations of the model used to answer question 1? “An L. P.Model for Work Fore Scheduling for Banks,” Journal of Bank Research (Winter 1976),299 The personnel hours required, by hour of day, are given in Source: Based on Shyam L. Moondra. inimum possible Table 3.17. The bank’s goal is to achieve the for B


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