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  • [Solved] Create a Powerpoint slide deck with an analysis of the business’s value chain 6-7 SLIDES

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    Executive Solution Overview

    – ## WeekOneAssignment2RUBRIC.docx – ## MBA510WeekOneAssignment2Instructions.docx – MBA510WeekOneAssignment2ValueChainAnalysisTemplate.xlsx **## WeekOneAssignment2RUBRIC.docx** ![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/create-a-powerpoi…

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    Assignment Prompt & Instructions

    – ## WeekOneAssignment2RUBRIC.docx

    – ## MBA510WeekOneAssignment2Instructions.docx

    – MBA510WeekOneAssignment2ValueChainAnalysisTemplate.xlsx

    **## WeekOneAssignment2RUBRIC.docx**

    ![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/create-a-powerpoint-slide-deck-with-an-analysis-of-the-businesss-value-chain-6-7-slides)

    ![A close-up of a computer screen AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/create-a-powerpoint-slide-deck-with-an-analysis-of-the-businesss-value-chain-6-7-slides)

    ![A close-up of a text AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/create-a-powerpoint-slide-deck-with-an-analysis-of-the-businesss-value-chain-6-7-slides)

    ![A close-up of a text AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/create-a-powerpoint-slide-deck-with-an-analysis-of-the-businesss-value-chain-6-7-slides)

    ![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/create-a-powerpoint-slide-deck-with-an-analysis-of-the-businesss-value-chain-6-7-slides)

    ## image1.png

    ## image2.png

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    **## MBA510WeekOneAssignment2Instructions.docx**

    **Assignment 2: PDF Slide Deck: Business Value Chain for Operational Efficiencies**

    **Instructions**

    **Instructions**

    · Review the article "Investigating Value Chains for Operational Efficiencies" under the Content tab/Module 1.
    [https://www.bstrategyinsights.com/category/value-chain-analysis/](https://www.bstrategyinsights.com/category/value-chain-analysis/)

    · Choose a company to complete a Value Chain Analysis on. You may
    not choose: Tesla or Apple.

    · Create a PowerPoint slide deck with an analysis of the business's value chain.

    · Slide 1: The title slide – the company's name and your name

    · Slide 2: Value Chain graphic: use this
    [Value Chain Analysis Template](https://navigate.nu.edu/content/enforced/18677-MBA510-65894-2512/Value%20Chain%20Analysis%20Template.xlsx) by saving a copy of it on your computer. Take a screenshot of the completed value chain graphic to paste onto your PowerPoint slide. (On the graphic, include 1-2 sentences within each Activity box to describe the company's
    **_specific activities_**.) Do remember to include a numerical margin expressed as a percentage %. (You may find this from public financial statements. If you cannot find the actual margin for the company you are analyzing, you may use an average margin for a typical company in that industry.)

    · Slide 3: For each of the Primary Activities, how might AI tools be incorporated? (At least 1 example per activity.)

    · Slide 4: For each of the Support Activities, how might AI tools be incorporated? (At least 1 example per activity.)

    · Slide 5: Executive Summary (no complete sentences). What are the overall benefits to the operational value chain given advances in AI?

    · Slide 6: References per APA format (in-line citations should have been included for each on the appropriate slide)

    **Length:** 6 to 7 slide deck
    **uploaded as PDF.**

    **References:** Include a minimum of 3 scholarly resources.

    **MBA510WeekOneAssignment2ValueChainAnalysisTemplate.xlsx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/mba510weekoneassignment2valuechainanalysistemplate-xlsx)

    **MBA510WeekOneAssignment2ValueChainAnalysisTemplate.xlsx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/mba510weekoneassignment2valuechainanalysistemplate-xlsx)

    **## WeekOneAssignment2RUBRIC.docx**

    ![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/create-a-powerpoint-slide-deck-with-an-analysis-of-the-businesss-value-chain-6-7-slides)

    ![A close-up of a computer screen AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/create-a-powerpoint-slide-deck-with-an-analysis-of-the-businesss-value-chain-6-7-slides)

    ![A close-up of a text AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/create-a-powerpoint-slide-deck-with-an-analysis-of-the-businesss-value-chain-6-7-slides)

    ![A close-up of a text AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/create-a-powerpoint-slide-deck-with-an-analysis-of-the-businesss-value-chain-6-7-slides)

    ![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/create-a-powerpoint-slide-deck-with-an-analysis-of-the-businesss-value-chain-6-7-slides)

    ## image1.png

    ## image2.png

    ## image3.png

    ## image4.png

    ## image5.png

    **## MBA510WeekOneAssignment2Instructions.docx**

    **Assignment 2: PDF Slide Deck: Business Value Chain for Operational Efficiencies**

    **Instructions**

    **Instructions**

    · Review the article "Investigating Value Chains for Operational Efficiencies" under the Content tab/Module 1.
    [https://www.bstrategyinsights.com/category/value-chain-analysis/](https://www.bstrategyinsights.com/category/value-chain-analysis/)

    · Choose a company to complete a Value Chain Analysis on. You may
    not choose: Tesla or Apple.

    · Create a PowerPoint slide deck with an analysis of the business's value chain.

    · Slide 1: The title slide – the company's name and your name

    · Slide 2: Value Chain graphic: use this
    [Value Chain Analysis Template](https://navigate.nu.edu/content/enforced/18677-MBA510-65894-2512/Value%20Chain%20Analysis%20Template.xlsx) by saving a copy of it on your computer. Take a screenshot of the completed value chain graphic to paste onto your PowerPoint slide. (On the graphic, include 1-2 sentences within each Activity box to describe the company's
    **_specific activities_**.) Do remember to include a numerical margin expressed as a percentage %. (You may find this from public financial statements. If you cannot find the actual margin for the company you are analyzing, you may use an average margin for a typical company in that industry.)

    · Slide 3: For each of the Primary Activities, how might AI tools be incorporated? (At least 1 example per activity.)

    · Slide 4: For each of the Support Activities, how might AI tools be incorporated? (At least 1 example per activity.)

    · Slide 5: Executive Summary (no complete sentences). What are the overall benefits to the operational value chain given advances in AI?

    · Slide 6: References per APA format (in-line citations should have been included for each on the appropriate slide)

    **Length:** 6 to 7 slide deck
    **uploaded as PDF.**

    **References:** Include a minimum of 3 scholarly resources.

    **MBA510WeekOneAssignment2ValueChainAnalysisTemplate.xlsx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/mba510weekoneassignment2valuechainanalysistemplate-xlsx)

    **## WeekOneAssignment2RUBRIC.docx**

    ![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/create-a-powerpoint-slide-deck-with-an-analysis-of-the-businesss-value-chain-6-7-slides)

    ![A close-up of a computer screen AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/create-a-powerpoint-slide-deck-with-an-analysis-of-the-businesss-value-chain-6-7-slides)

    ![A close-up of a text AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/create-a-powerpoint-slide-deck-with-an-analysis-of-the-businesss-value-chain-6-7-slides)

    ![A close-up of a text AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/create-a-powerpoint-slide-deck-with-an-analysis-of-the-businesss-value-chain-6-7-slides)

    ![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/create-a-powerpoint-slide-deck-with-an-analysis-of-the-businesss-value-chain-6-7-slides)

    ## image1.png

    ## image2.png

    ## image3.png

    ## image4.png

    ## image5.png

    **## MBA510WeekOneAssignment2Instructions.docx**

    **Assignment 2: PDF Slide Deck: Business Value Chain for Operational Efficiencies**

    **Instructions**

    **Instructions**

    · Review the article "Investigating Value Chains for Operational Efficiencies" under the Content tab/Module 1.
    [https://www.bstrategyinsights.com/category/value-chain-analysis/](https://www.bstrategyinsights.com/category/value-chain-analysis/)

    · Choose a company to complete a Value Chain Analysis on. You may
    not choose: Tesla or Apple.

    · Create a PowerPoint slide deck with an analysis of the business's value chain.

    · Slide 1: The title slide – the company's name and your name

    · Slide 2: Value Chain graphic: use this
    [Value Chain Analysis Template](https://navigate.nu.edu/content/enforced/18677-MBA510-65894-2512/Value%20Chain%20Analysis%20Template.xlsx) by saving a copy of it on your computer. Take a screenshot of the completed value chain graphic to paste onto your PowerPoint slide. (On the graphic, include 1-2 sentences within each Activity box to describe the company's
    **_specific activities_**.) Do remember to include a numerical margin expressed as a percentage %. (You may find this from public financial statements. If you cannot find the actual margin for the company you are analyzing, you may use an average margin for a typical company in that industry.)

    · Slide 3: For each of the Primary Activities, how might AI tools be incorporated? (At least 1 example per activity.)

    · Slide 4: For each of the Support Activities, how might AI tools be incorporated? (At least 1 example per activity.)

    · Slide 5: Executive Summary (no complete sentences). What are the overall benefits to the operational value chain given advances in AI?

    · Slide 6: References per APA format (in-line citations should have been included for each on the appropriate slide)

    **Length:** 6 to 7 slide deck
    **uploaded as PDF.**

    **References:** Include a minimum of 3 scholarly resources.

    **MBA510WeekOneAssignment2ValueChainAnalysisTemplate.xlsx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/mba510weekoneassignment2valuechainanalysistemplate-xlsx)

    – 1
    – 2
    – 3

  • [Solved] MBA 510 Week One Discussion 1 Replies. 50 word min.

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## MBA510WeekOneDiscussion1RepliesHM.docx **## MBA510WeekOneDiscussion1RepliesHM.docx** Reply to the TWO students' discussion posts—minimum 50 words. Contributions must display original thinking and good knowledge of the subject matter, including links and references to sources to support your arg…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    – ## MBA510WeekOneDiscussion1RepliesHM.docx

    **## MBA510WeekOneDiscussion1RepliesHM.docx**

    Reply to the TWO students' discussion posts—minimum 50 words.

    Contributions must display original thinking and good knowledge of the subject matter, including links and references to sources to support your arguments. Additionally, make sure you cite sources you reference in-text and under a “References” section in APA format.

    **Devin Schweikart**

    The future organizational structure of businesses is likely to be impacted by AI in various ways. Traditionally, many companies have operated with multiple levels of management and a hierarchical reporting structure. As AI takes on many of the tasks related to scheduling, reporting, data gathering, and analysis, fewer managers may be required to accomplish the work of a business. This will likely result in more flattened organizations in which employees take on greater responsibility for their work and decision-making, with senior leaders shifting to planning, creative, and ethical oversight roles (Davenport & Ronanki, 2018).

    The second impact of AI on the organizational structure of business is the increasing presence of AI-enabled teams. Employees are likely to use AI technologies to help analyze data, solve problems, and complete tasks with greater speed. Instead of having a single job title and task list, they may take on a range of responsibilities, shifting as needed to meet the needs of the organization. In the future, employees with strong technological, critical-thinking, and problem-solving skills will be more highly valued than those who can complete repetitive manual tasks (Di Battista et al., 2023).

    Third, it is anticipated that businesses will become increasingly virtual, agile, and flexible organizations. Cloud-based business infrastructure will allow companies to operate effectively without necessarily having brick-and-mortar facilities or large numbers of full-time employees. As a result, remote employees may become the norm, with many contractors instead of employees. Teams may be distributed geographically, yet able to collaborate seamlessly through digital communications tools and AI infrastructure (Davenport & Ronanki, 2018).

    Finally, the role of leadership is also likely to evolve. While AI systems will be better at information gathering and analysis, machines lack the human attributes of judgment, emotional intelligence, and ethical decision-making. Therefore, the human workforce is still likely to need leaders to help guide decision-making, coach and motivate employees, and create a positive work culture (Di Battista et al., 2023).

    In summary, it can be concluded that the presence of AI in business environments is not likely to result in their disappearance, but rather will lead to significant changes in the organizational structures of businesses that adjust to this reality.

    References

    Davenport, T. H., & Ronanki, R. (2018). Artificial intelligence for the real world.
    _Harvard Business Review_,
    _96_(1), 108-116.

    Di Battista, A., Grayling, S., Hasselaar, E., Leopold, T., Li, R., Rayner, M., & Zahidi, S. (2023, November). Future of jobs report 2023. In
    _World Economic Forum_ (pp. 978-2).

    **Brandon Parran**

    With the greater adoption of artificial intelligence, businesses start to move away from traditional structure (hierarchy) toward more adaptable (technology-driven) systems. A significant transformation that will take place is the greater automation of such routine processes as data entry, scheduling, customer service, and even basic financial analysis. This will lower the administration that needs a high number of employees and enable organizations to have small yet specialized workforces. The skill of strategic thinking, creativity, and problem-solving, which AI can hardly imitate, will become more prominent among employees.

    The other probable shift is the increase in flatter organizational structures. Middle management can downsize or change as AI systems are involved in reporting, forecasting, and performance monitoring. It will result in leadership teams making quicker and more sound decisions as managers will be able to work with real-time insights created by AI instead of the lengthy reporting processes. Based on McKinsey, productivity and speed can be greatly enhanced in companies that are making decisions through AI (Charlotte et al., 2024). Moreover, companies might be transformed to be more project-oriented instead of department-oriented. By using AI-based tools to organize work, companies are able to create temporary teams of people focused on a certain objective rather than having strict departments. This leads to inter-functional cooperation and invention among functions like marketing, finance, and operations.

    Remote work will also increase because AI-based communication, monitoring, and task management systems will allow it to manage distributed teams with much less difficulty. Firms will no longer be bound by the geographical physical location in recruiting talent, hence the global and diversified workforce (Charlotte et al., 2024). Even such tools as Microsoft Copilot and the AI workspace provided by Google already exemplify ways AI contributes to gradual collaboration.

    Lastly, there can be a change in business leadership itself. In addition to business knowledge, executives will require good knowledge of technology and data ethics. The process of making decisions will be more factual, and the bosses will now be more of strategists who run AI-enhanced operations than as actual supervisors (Charlotte et al., 2024). All in all, AI is not merely transforming the way businesses conduct their affairs; it is altering the very nature of their design, staffing, and management.

    **Reference**

    Relyea Charlotte, Maor Dana & Durth, Sandra Jan. (2024). “
    _Gen AI’s next inflection point: From employee experimentation to organizational transformation._” McKinsey & Company, August 7, 2024.
    [https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/gen-ais-next-inflection-point-from-employee-experimentation-to-organizational-transformation](https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/gen-ais-next-inflection-point-from-employee-experimentation-to-organizational-transformation)

    **## MBA510WeekOneDiscussion1RepliesHM.docx**

    Reply to the TWO students' discussion posts—minimum 50 words.

    Contributions must display original thinking and good knowledge of the subject matter, including links and references to sources to support your arguments. Additionally, make sure you cite sources you reference in-text and under a “References” section in APA format.

    **Devin Schweikart**

    The future organizational structure of businesses is likely to be impacted by AI in various ways. Traditionally, many companies have operated with multiple levels of management and a hierarchical reporting structure. As AI takes on many of the tasks related to scheduling, reporting, data gathering, and analysis, fewer managers may be required to accomplish the work of a business. This will likely result in more flattened organizations in which employees take on greater responsibility for their work and decision-making, with senior leaders shifting to planning, creative, and ethical oversight roles (Davenport & Ronanki, 2018).

    The second impact of AI on the organizational structure of business is the increasing presence of AI-enabled teams. Employees are likely to use AI technologies to help analyze data, solve problems, and complete tasks with greater speed. Instead of having a single job title and task list, they may take on a range of responsibilities, shifting as needed to meet the needs of the organization. In the future, employees with strong technological, critical-thinking, and problem-solving skills will be more highly valued than those who can complete repetitive manual tasks (Di Battista et al., 2023).

    Third, it is anticipated that businesses will become increasingly virtual, agile, and flexible organizations. Cloud-based business infrastructure will allow companies to operate effectively without necessarily having brick-and-mortar facilities or large numbers of full-time employees. As a result, remote employees may become the norm, with many contractors instead of employees. Teams may be distributed geographically, yet able to collaborate seamlessly through digital communications tools and AI infrastructure (Davenport & Ronanki, 2018).

    Finally, the role of leadership is also likely to evolve. While AI systems will be better at information gathering and analysis, machines lack the human attributes of judgment, emotional intelligence, and ethical decision-making. Therefore, the human workforce is still likely to need leaders to help guide decision-making, coach and motivate employees, and create a positive work culture (Di Battista et al., 2023).

    In summary, it can be concluded that the presence of AI in business environments is not likely to result in their disappearance, but rather will lead to significant changes in the organizational structures of businesses that adjust to this reality.

    References

    Davenport, T. H., & Ronanki, R. (2018). Artificial intelligence for the real world.
    _Harvard Business Review_,
    _96_(1), 108-116.

    Di Battista, A., Grayling, S., Hasselaar, E., Leopold, T., Li, R., Rayner, M., & Zahidi, S. (2023, November). Future of jobs report 2023. In
    _World Economic Forum_ (pp. 978-2).

    **Brandon Parran**

    With the greater adoption of artificial intelligence, businesses start to move away from traditional structure (hierarchy) toward more adaptable (technology-driven) systems. A significant transformation that will take place is the greater automation of such routine processes as data entry, scheduling, customer service, and even basic financial analysis. This will lower the administration that needs a high number of employees and enable organizations to have small yet specialized workforces. The skill of strategic thinking, creativity, and problem-solving, which AI can hardly imitate, will become more prominent among employees.

    The other probable shift is the increase in flatter organizational structures. Middle management can downsize or change as AI systems are involved in reporting, forecasting, and performance monitoring. It will result in leadership teams making quicker and more sound decisions as managers will be able to work with real-time insights created by AI instead of the lengthy reporting processes. Based on McKinsey, productivity and speed can be greatly enhanced in companies that are making decisions through AI (Charlotte et al., 2024). Moreover, companies might be transformed to be more project-oriented instead of department-oriented. By using AI-based tools to organize work, companies are able to create temporary teams of people focused on a certain objective rather than having strict departments. This leads to inter-functional cooperation and invention among functions like marketing, finance, and operations.

    Remote work will also increase because AI-based communication, monitoring, and task management systems will allow it to manage distributed teams with much less difficulty. Firms will no longer be bound by the geographical physical location in recruiting talent, hence the global and diversified workforce (Charlotte et al., 2024). Even such tools as Microsoft Copilot and the AI workspace provided by Google already exemplify ways AI contributes to gradual collaboration.

    Lastly, there can be a change in business leadership itself. In addition to business knowledge, executives will require good knowledge of technology and data ethics. The process of making decisions will be more factual, and the bosses will now be more of strategists who run AI-enhanced operations than as actual supervisors (Charlotte et al., 2024). All in all, AI is not merely transforming the way businesses conduct their affairs; it is altering the very nature of their design, staffing, and management.

    **Reference**

    Relyea Charlotte, Maor Dana & Durth, Sandra Jan. (2024). “
    _Gen AI’s next inflection point: From employee experimentation to organizational transformation._” McKinsey & Company, August 7, 2024.
    [https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/gen-ais-next-inflection-point-from-employee-experimentation-to-organizational-transformation](https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/gen-ais-next-inflection-point-from-employee-experimentation-to-organizational-transformation)

  • [Solved] MBA 510 Week One Discussion 2 Replies. 50 word min.

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## MBA510WeekOneDiscussion2RepliesHM.docx **## MBA510WeekOneDiscussion2RepliesHM.docx** Reply to the TWO students' discussion posts—minimum 50 words. Contributions must display original thinking and good knowledge of the subject matter, including links and references to sources to support your arg…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    – ## MBA510WeekOneDiscussion2RepliesHM.docx

    **## MBA510WeekOneDiscussion2RepliesHM.docx**

    Reply to the TWO students' discussion posts—minimum 50 words.

    Contributions must display original thinking and good knowledge of the subject matter, including links and references to sources to support your arguments. Additionally, make sure you cite sources you reference in-text and under a “References” section in APA format.

    **Nicholas Freeman**

    One of the areas that can see the most efficiency improvements by implementing AI is the value chain. Almost every activity in the value chain can be enhanced by AI and automation. Some of the most activities that can see the most value from AI are services, procurement, marketing and sales. Almost any repetitive task can be automated with AI to reduce human error and increase efficiency.

    Services, particularly customer service, can see massive operating improvements with AI. AI-powered chatbots and virtual assistants are increasingly being used to handle customer inquiries, provide support, and even make recommendations based on customer data. This not only improves customer experience but also reduces the workload on human agents. AI-powered tools can handle customer inquiries 24/7, providing instant responses and resolving issues quickly (Dervishov, 2025). Training and deploying chatbots are increasingly becoming more user-friendly with programs like Microsoft Copilot and can be implemented without a high degree of technical knowledge.

    Procurement is another area for efficiency due to AI. Predictive analytics can help with procurement by forecasting market trends and customer behavior. According to Dervishov, “this allows businesses to make proactive decisions, optimize strategies, and stay ahead of the competition” (2025). This amount of data analysis can identify trends and patterns, allowing for more informed decisions.

    AI can help in marketing by analyzing customer data and tailoring customer interactions. “AI algorithms can analyze customer behavior, preferences, and past interactions to deliver personalized marketing messages, product recommendations, and offers. This increases customer engagement and boosts conversion rates” (Dervishov, 2025). For sales AI can be implemented to utilize dynamic pricing which can help a business maximize revenue.

    Reference:

    Dervishov, I. (2025, November 6).
    _The impact of artificial intelligence on Modern Business: M1-project_. M1-Project.
    [https://www.m1-project.com/blog/the-impact-of-artificial-intelligence-on-modern-business](https://www.m1-project.com/blog/the-impact-of-artificial-intelligence-on-modern-business)

    **Eric Lin**

    Discussion 2

    Companies are finding that incorporating AI into different stages of the value chain can dramatically improve efficiency, reduce costs, and streamline decision-making. One of the biggest impacts shows up in operations and production, where AI can forecast demand, optimize scheduling, and identify performance issues before they cause downtime. Davenport and Ronanki (2018) note that companies using AI for predictive analytics can reduce waste and improve resource allocation because they’re no longer reacting to problems; they’re preventing them.

    AI also strengthens the inbound and outbound logistics side of the value chain. Machine learning tools can optimize delivery routes, predict shipping delays, and identify the most cost-effective transportation options. This is already used in large supply chain networks, but even midsize companies are adopting AI-driven inventory systems that automatically reorder materials and balance stock levels in real time. These systems help reduce overstocking, stockouts, and excess carrying costs, which improves overall cash flow and operational reliability.

    In the marketing and sales stages of the value chain, AI enhances customer data analysis, allowing companies to create more personalized content, improve targeting, and increase conversion rates. Brynjolfsson and McAfee (2017) highlight how AI-driven platforms can quickly identify customer behavior patterns and recommend actions that boost engagement, something that manual analysis simply can’t do at scale.

    Even after-sales service benefits from AI. Chatbots, automated ticketing, and predictive service models allow companies to solve customer problems faster while reducing the workload on support teams. Over time, this builds stronger customer loyalty and reduces service costs.

    Overall, integrating AI across the value chain doesn’t just automate tasks; it creates a more responsive, efficient, and insight-driven organization. Companies that strategically adopt AI in each stage gain clearer visibility, make smarter decisions, and operate with far greater agility in competitive markets.

    References

    Brynjolfsson, E., & McAfee, A. (2017).
    _Machine, platform, crowd: Harnessing our digital future_. W.W. Norton.

    Davenport, T. H., & Ronanki, R. (2018). Artificial intelligence for the real world.
    _Harvard Business Review_, 96(1), 108–116.

    **## MBA510WeekOneDiscussion2RepliesHM.docx**

    Reply to the TWO students' discussion posts—minimum 50 words.

    Contributions must display original thinking and good knowledge of the subject matter, including links and references to sources to support your arguments. Additionally, make sure you cite sources you reference in-text and under a “References” section in APA format.

    **Nicholas Freeman**

    One of the areas that can see the most efficiency improvements by implementing AI is the value chain. Almost every activity in the value chain can be enhanced by AI and automation. Some of the most activities that can see the most value from AI are services, procurement, marketing and sales. Almost any repetitive task can be automated with AI to reduce human error and increase efficiency.

    Services, particularly customer service, can see massive operating improvements with AI. AI-powered chatbots and virtual assistants are increasingly being used to handle customer inquiries, provide support, and even make recommendations based on customer data. This not only improves customer experience but also reduces the workload on human agents. AI-powered tools can handle customer inquiries 24/7, providing instant responses and resolving issues quickly (Dervishov, 2025). Training and deploying chatbots are increasingly becoming more user-friendly with programs like Microsoft Copilot and can be implemented without a high degree of technical knowledge.

    Procurement is another area for efficiency due to AI. Predictive analytics can help with procurement by forecasting market trends and customer behavior. According to Dervishov, “this allows businesses to make proactive decisions, optimize strategies, and stay ahead of the competition” (2025). This amount of data analysis can identify trends and patterns, allowing for more informed decisions.

    AI can help in marketing by analyzing customer data and tailoring customer interactions. “AI algorithms can analyze customer behavior, preferences, and past interactions to deliver personalized marketing messages, product recommendations, and offers. This increases customer engagement and boosts conversion rates” (Dervishov, 2025). For sales AI can be implemented to utilize dynamic pricing which can help a business maximize revenue.

    Reference:

    Dervishov, I. (2025, November 6).
    _The impact of artificial intelligence on Modern Business: M1-project_. M1-Project.
    [https://www.m1-project.com/blog/the-impact-of-artificial-intelligence-on-modern-business](https://www.m1-project.com/blog/the-impact-of-artificial-intelligence-on-modern-business)

    **Eric Lin**

    Discussion 2

    Companies are finding that incorporating AI into different stages of the value chain can dramatically improve efficiency, reduce costs, and streamline decision-making. One of the biggest impacts shows up in operations and production, where AI can forecast demand, optimize scheduling, and identify performance issues before they cause downtime. Davenport and Ronanki (2018) note that companies using AI for predictive analytics can reduce waste and improve resource allocation because they’re no longer reacting to problems; they’re preventing them.

    AI also strengthens the inbound and outbound logistics side of the value chain. Machine learning tools can optimize delivery routes, predict shipping delays, and identify the most cost-effective transportation options. This is already used in large supply chain networks, but even midsize companies are adopting AI-driven inventory systems that automatically reorder materials and balance stock levels in real time. These systems help reduce overstocking, stockouts, and excess carrying costs, which improves overall cash flow and operational reliability.

    In the marketing and sales stages of the value chain, AI enhances customer data analysis, allowing companies to create more personalized content, improve targeting, and increase conversion rates. Brynjolfsson and McAfee (2017) highlight how AI-driven platforms can quickly identify customer behavior patterns and recommend actions that boost engagement, something that manual analysis simply can’t do at scale.

    Even after-sales service benefits from AI. Chatbots, automated ticketing, and predictive service models allow companies to solve customer problems faster while reducing the workload on support teams. Over time, this builds stronger customer loyalty and reduces service costs.

    Overall, integrating AI across the value chain doesn’t just automate tasks; it creates a more responsive, efficient, and insight-driven organization. Companies that strategically adopt AI in each stage gain clearer visibility, make smarter decisions, and operate with far greater agility in competitive markets.

    References

    Brynjolfsson, E., & McAfee, A. (2017).
    _Machine, platform, crowd: Harnessing our digital future_. W.W. Norton.

    Davenport, T. H., & Ronanki, R. (2018). Artificial intelligence for the real world.
    _Harvard Business Review_, 96(1), 108–116.

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    **## Week4assignment.docx**

    **Week 4 assignment**

    **Prompt:**

    You are leading a training session for co-workers in your workplace on conducting a Sensitivity Analysis as a tool for Capital Budgeting. In your presentation, propose quantitative and qualitative factors, methods, or techniques used to integrate risk into proper capital budgeting decisions.

    **Assignment Directions:**

    Prepare a PowerPoint presentation on this topic. In 7 content slides,

    · Identify the goal and functions of financial management.

    · Distinguish which qualitative and quantitative steps are necessary in conducting a Sensitivity Analysis.

    · Describe the internal and external financial methods used to determine a project’s risk integrated into a Capital Budgeting analysis.

    Include the following requirements in the PowerPoint and video:

    · Title slide, which includes a link to your video. Follow the Reading and Presentations directions linked in Assignment Resources to record a video and add a link.

    · Use concise bullet points on the slide and then use the Speaker Notes section to add details for each slide (this becomes your video "speech").

    · Final slide with a minimum of three (3) References.

    · On the title slide of your PowerPoint presentation, provide the link only to the video recording that you created.

    Reference

    Purnamasari, P., & Adriza. (2024). Capital budgeting techniques and financial performance: a comparison between SMEs and large listed firms.
    _Cogent Economics & Finance, 12_(1)
    [https://doi.org/10.1080/23322039.2024.2404707](https://doi.org/10.1080/23322039.2024.2404707)

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    **## Week4assignment.docx**

    **Week 4 assignment**

    **Prompt:**

    You are leading a training session for co-workers in your workplace on conducting a Sensitivity Analysis as a tool for Capital Budgeting. In your presentation, propose quantitative and qualitative factors, methods, or techniques used to integrate risk into proper capital budgeting decisions.

    **Assignment Directions:**

    Prepare a PowerPoint presentation on this topic. In 7 content slides,

    · Identify the goal and functions of financial management.

    · Distinguish which qualitative and quantitative steps are necessary in conducting a Sensitivity Analysis.

    · Describe the internal and external financial methods used to determine a project’s risk integrated into a Capital Budgeting analysis.

    Include the following requirements in the PowerPoint and video:

    · Title slide, which includes a link to your video. Follow the Reading and Presentations directions linked in Assignment Resources to record a video and add a link.

    · Use concise bullet points on the slide and then use the Speaker Notes section to add details for each slide (this becomes your video "speech").

    · Final slide with a minimum of three (3) References.

    · On the title slide of your PowerPoint presentation, provide the link only to the video recording that you created.

    Reference

    Purnamasari, P., & Adriza. (2024). Capital budgeting techniques and financial performance: a comparison between SMEs and large listed firms.
    _Cogent Economics & Finance, 12_(1)
    [https://doi.org/10.1080/23322039.2024.2404707](https://doi.org/10.1080/23322039.2024.2404707)

    **Capital_budgeting_techniques_a.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/capital-budgeting-techniques-a-pdf)

    **## Week4assignment.docx**

    **Week 4 assignment**

    **Prompt:**

    You are leading a training session for co-workers in your workplace on conducting a Sensitivity Analysis as a tool for Capital Budgeting. In your presentation, propose quantitative and qualitative factors, methods, or techniques used to integrate risk into proper capital budgeting decisions.

    **Assignment Directions:**

    Prepare a PowerPoint presentation on this topic. In 7 content slides,

    · Identify the goal and functions of financial management.

    · Distinguish which qualitative and quantitative steps are necessary in conducting a Sensitivity Analysis.

    · Describe the internal and external financial methods used to determine a project’s risk integrated into a Capital Budgeting analysis.

    Include the following requirements in the PowerPoint and video:

    · Title slide, which includes a link to your video. Follow the Reading and Presentations directions linked in Assignment Resources to record a video and add a link.

    · Use concise bullet points on the slide and then use the Speaker Notes section to add details for each slide (this becomes your video "speech").

    · Final slide with a minimum of three (3) References.

    · On the title slide of your PowerPoint presentation, provide the link only to the video recording that you created.

    Reference

    Purnamasari, P., & Adriza. (2024). Capital budgeting techniques and financial performance: a comparison between SMEs and large listed firms.
    _Cogent Economics & Finance, 12_(1)
    [https://doi.org/10.1080/23322039.2024.2404707](https://doi.org/10.1080/23322039.2024.2404707)

    **Capital_budgeting_techniques_a.pdf**

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    Instructions and reading attached. – ## 20.pdf – ## TheHowsWhysandWhatsofULPStrikes_LaborNotespdfversion.pdf – Compa187USLabourLaw.pdf – Californialabor_Publicworkersgoonstrike.pdf **## 20.pdf** Answer the following questions. 1. What issue or issues were in conflict in the 2022 nationwide rail n…

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    – ## 20.pdf

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    – Compa187USLabourLaw.pdf
    – Californialabor_Publicworkersgoonstrike.pdf

    **## 20.pdf**

    Answer the following questions.

    1. What issue or issues were in conflict in the 2022 nationwide rail negotiations?

    Ultimately, Congress and President Biden imposed a contract settlement on the

    unions rather than allow the workers to strike. What factors led to this outcome,

    from your perspective? Was it a good or a bad thing?

    2. The power of workers to strike and the power of employers to lockout workers

    are essentially equal and balance the power between the parties. Do you agree?

    Explain.

    **## TheHowsWhysandWhatsofULPStrikes_LaborNotespdfversion.pdf**

    11/4/23, 4:06 PMThe Hows, Whys, and Whats of ULP Strikes | Labor Notes

    Page 1 of 4https://labornotes.org/2022/03/hows-whys-and-whats-ulp-strikes

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    The Hows, Whys, and Whats of ULP Strikes
    March 04, 2022 / Robert M. Schwartz

    One way to protect strikers is to attempt to position a walkout as an unfair labor practice (ULP) strike. A walkout is labeled a ULP strike if a union
    hits the bricks to protest an employer violation of the National Labor Relations Act. Cartoon: Nick Thorkelson

    As nurses at St. Vincent Hospital in Massachusetts (https://labornotes.org/2022/01/striking-
    massachusetts-nurses-outwait-corporate-giant-tenet) discovered last year, one of the most critical
    moments that can arise during a strike is an employer announcement that it intends to hire permanent
    replacements. Of course, the employer may be bluffing. But, if it follows through, strikers’ jobs may be in
    serious jeopardy.

    An employer that hires permanent replacements is likely to harden its bargaining stance. For example, it
    may insist on ending dues checkoff arrangements or seek to remove the contract’s union security
    guarantees.

    The employer may also encourage the replacements (and any line-crossers) to file a union
    decertification petition—leading to a National Labor Relations Board election in which, if the strike is
    more than one year old, displaced strikers may be barred from casting ballots.

    Permanent replacement announcements generate understandable worries. Some workers may press
    the union to settle the strike quickly by modifying bargaining demands or accepting employer offers.
    Others may cross the picket line to save their jobs.

    What can a union do to deter an employer from pursuing a permanent replacement strategy?

    One tactic is to immediately end the walkout, report for work, and commence a relentless inside
    campaign including work-to-rule activities, short-term work disruptions, rallies, boycotts against
    customers, suppliers, banks, and other entities linked to the employer, and attempts to influence stock
    prices. If the employer counters by locking out the union, it will be barred by law from hiring permanent

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    11/4/23, 4:06 PMThe Hows, Whys, and Whats of ULP Strikes | Labor Notes

    Page 2 of 4https://labornotes.org/2022/03/hows-whys-and-whats-ulp-strikes

    Whither the PRO Act?
    Under pressure from unions,
    Congress has periodically
    considered amending the NLRA to
    ban the hiring of permanent strike
    replacements. Some efforts have
    come close to passage.

    The latest campaign was The
    Protecting the Right to Organize
    Act of 2021 which, among other
    reforms, would have made it illegal
    to “permanently replace an
    employee who participates in a
    strike.” With Democratic Party
    support, the Act sailed through the

    replacements. (For more on lockouts, see Chapter 15 of No Contract, No Peace: A Legal Guide to
    Strikes, Picketing, and Inside Campaigns (https://labornotes.org/store/no-contract-no-peace), published
    by Labor Notes.)

    A MORE PROTECTED STRIKE
    Another way to protect strikers is to attempt to position a walkout as an unfair labor practice (ULP) strike.
    As recently emphasized in a tweet by Jennifer Abruzzo
    (https://twitter.com/nlrbgc/status/1466064621593366528), the new NLRB General Counsel, “The NLRB’s
    permanent replacement doctrine allows an employer to permanently replace workers striking for
    ‘economic’ reasons under limited circumstances. But don’t get confused—an employer can never
    permanently replace workers striking to protest an unfair labor practice.”

    An employer that precipitates a ULP strike must immediately reinstate strikers if the union submits an
    unconditional offer to return to work—even if this can only be accomplished by terminating the
    permanently hired replacements. If the employer delays or refuses, the NLRB can order it to rehire the
    strikers and reimburse them for back wages from the time reinstatement should have taken place.

    A walkout is labeled a ULP strike if a union hits the bricks, or stays out, to protest an employer violation
    of the National Labor Relations Act. The NLRA violation (see examples below) need not be flagrant. Nor
    must it be the sole or even the most important cause of the strike. If illegal employer conduct is one of
    the reasons employees stop work, the walkout qualifies as a ULP strike.

    A strike to win higher wages or improve working conditions is classified as an “economic strike.”
    Economic strikers cannot be fired for going out, but due to the NLRB’s interpretation of a 1938 Supreme
    Court decision (Mackay Radio), an employer can refuse to reinstate them to jobs held by replacements
    hired permanently. In that case, the strikers must wait for openings on a preferential recall list.

    Note: An economic strike can “convert” to the more protected status of a ULP strike if the employer
    commits an NLRA violation during the walkout that hinders bargaining or hardens workers’ resolve to
    stay out.

    COMMON ULPS
    One way to position a walkout as a ULP strike is to place demands to correct NLRA violations at the top
    of the union’s bargaining list. For example, if an employer refuses a request for benefit records, the union
    can demand that the information be provided.

    Other conduct that can trigger a ULP strike includes:

    a. Disciplining employees for wearing union buttons or shirts
    b. Videotaping union rallies
    c. Bypassing the union to deal directly with employees
    d. Refusing to bargain at reasonable times and locations
    e. Implementing a disputed proposal before bargaining to a good-faith impasse

    The more aggressive a union is during the pre-strike period, the more likely the employer will respond
    with ULPs. An extensive “inside campaign” of buttons, rallies, informational and residential picketing, and
    appeals to customers is almost guaranteed to provoke retaliatory work rules, warnings, and personnel
    actions.

    Conduct by the employer that can convert an economic to a ULP strike includes:

    a. Refusals to meet with the union
    b. Discharging strikers for comments on the picket line
    c. Causing strikers to be wrongly arrested
    d. Bribing strikers to return
    e. Granting super-seniority to non-strikers or replacements

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    11/4/23, 4:06 PMThe Hows, Whys, and Whats of ULP Strikes | Labor Notes

    Page 3 of 4https://labornotes.org/2022/03/hows-whys-and-whats-ulp-strikes

    U.S. House of Representatives
    before stalling in the Senate. It
    now appears to be dead in the
    water.

    The union can help to frame its walkout as a ULP strike by thoroughly discussing the employer’s conduct
    during strike-vote meetings and by phrasing the ballot question as follows: “Do the members agree to
    strike [or continue to strike] because the employer is violating the NLRA by _____ and _____, as well as
    failing to negotiate a fair collective bargaining agreement?”

    Union signs and handouts should highlight employer ULPs. The violations should also be featured in
    press releases and letters to customers, local officials, and clergy.

    Charges should be filed at the NLRB promptly after ULPs are discovered. If a strike is in progress, the
    union should allege that the employer’s actions caused or prolonged the walkout. If the employer has
    already hired permanent replacements, the charge can include a request that the NLRB seek a court
    injunction against further hiring.

    With new Board members and a labor-friendly General Counsel appointed by President Biden in 2021,
    the NLRB is likely to be more receptive to union claims.

    QUESTIONS AND ANSWERS
    Q. Is it always illegal to designate replacement workers as permanent during a ULP strike?

    A. No. Hiring workers on a permanent basis during a ULP strike is not illegal in itself. The employer only
    violates the law if it uses the hires as a reason to deny strikers their jobs back following an unconditional
    offer to return to work.

    Note: An exception applies if evidence proves that the employer hired the replacements not for
    legitimate business reasons but to break the union or to dissuade workers from taking part in future
    strikes.

    Q. In the second week of the strike, our company fired the local president for “abusive” conduct on the
    picket line (calling a line-crosser a “f—-g scab”). The members are furious and are refusing to end the
    strike unless the firing is reversed. If the union files a charge right away, how soon might the NLRB
    certify this as a ULP strike?

    A. The NLRB may issue a complaint seeking to overturn the discharge but will probably refrain from
    deciding the legal status of the strike unless the employer hires permanent replacements and refuses to
    allow strikers to return to their positions. This may delay a ULP strike designation for years.

    Q. If it is going to take years to get our walkout classified as a ULP strike, what good does it do us now?

    A. Framing a walkout as a ULP strike can strengthen the union’s position from the get-go. For one thing,
    knowing that the union may be able to win substantial back pay after the strike may discourage the
    employer from hiring permanent replacements. For another, if the employer does hire replacements,
    members will be less likely to lose faith in the strike.

    Q. Our employer is offering to settle a ULP charge that we filed before hitting the bricks. Any risk if the
    union accepts?

    A. Yes. The settlement may convert the walkout from a ULP strike to an economic strike. If the employer
    later hires permanent replacements, it may be able to deny reinstatement if the union calls off the strike.
    To avoid losing job rights, unions should insist on settlement language reserving the union’s and the
    NLRB’s right to cite the ULP in future proceedings.

    Q. We have consistently asserted that we are on a ULP strike. If a union member gives an interview to
    the local press and, when asked the reasons for the walkout, only talks about low wages and staffing
    problems, could this affect our chances of winning ULP status?

    A. Yes. Loose lips can sink ships. Unions should educate members on how to explain the reasons for
    going out. Employers sometimes call rank-and-file workers as witnesses in NLRB proceedings in the
    hope they will contradict the union’s contentions.

    11/4/23, 4:06 PMThe Hows, Whys, and Whats of ULP Strikes | Labor Notes

    Page 4 of 4https://labornotes.org/2022/03/hows-whys-and-whats-ulp-strikes

    Robert Schwartz is a retired union attorney in Massachusetts. He is the author of several Labor Notes
    books including The Legal Rights of Union Stewards, Just Cause, How to Win Past Practice Grievances,
    and No Contract, No Peace: A Legal Guide to Contract Campaigns, Strikes, and Lockouts.

    A version of this article appeared in Labor Notes #516 (https://labornotes.org/archives/labor-notes-516). Don't miss an
    issue, subscribe today. (https://labornotes.org/store/labor-notes-subscription)

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    ford-truck-plant)

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    **## 20.pdf**

    Answer the following questions.

    1. What issue or issues were in conflict in the 2022 nationwide rail negotiations?

    Ultimately, Congress and President Biden imposed a contract settlement on the

    unions rather than allow the workers to strike. What factors led to this outcome,

    from your perspective? Was it a good or a bad thing?

    2. The power of workers to strike and the power of employers to lockout workers

    are essentially equal and balance the power between the parties. Do you agree?

    Explain.

    **## TheHowsWhysandWhatsofULPStrikes_LaborNotespdfversion.pdf**

    11/4/23, 4:06 PMThe Hows, Whys, and Whats of ULP Strikes | Labor Notes

    Page 1 of 4https://labornotes.org/2022/03/hows-whys-and-whats-ulp-strikes

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    The Hows, Whys, and Whats of ULP Strikes
    March 04, 2022 / Robert M. Schwartz

    One way to protect strikers is to attempt to position a walkout as an unfair labor practice (ULP) strike. A walkout is labeled a ULP strike if a union
    hits the bricks to protest an employer violation of the National Labor Relations Act. Cartoon: Nick Thorkelson

    As nurses at St. Vincent Hospital in Massachusetts (https://labornotes.org/2022/01/striking-
    massachusetts-nurses-outwait-corporate-giant-tenet) discovered last year, one of the most critical
    moments that can arise during a strike is an employer announcement that it intends to hire permanent
    replacements. Of course, the employer may be bluffing. But, if it follows through, strikers’ jobs may be in
    serious jeopardy.

    An employer that hires permanent replacements is likely to harden its bargaining stance. For example, it
    may insist on ending dues checkoff arrangements or seek to remove the contract’s union security
    guarantees.

    The employer may also encourage the replacements (and any line-crossers) to file a union
    decertification petition—leading to a National Labor Relations Board election in which, if the strike is
    more than one year old, displaced strikers may be barred from casting ballots.

    Permanent replacement announcements generate understandable worries. Some workers may press
    the union to settle the strike quickly by modifying bargaining demands or accepting employer offers.
    Others may cross the picket line to save their jobs.

    What can a union do to deter an employer from pursuing a permanent replacement strategy?

    One tactic is to immediately end the walkout, report for work, and commence a relentless inside
    campaign including work-to-rule activities, short-term work disruptions, rallies, boycotts against
    customers, suppliers, banks, and other entities linked to the employer, and attempts to influence stock
    prices. If the employer counters by locking out the union, it will be barred by law from hiring permanent

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    11/4/23, 4:06 PMThe Hows, Whys, and Whats of ULP Strikes | Labor Notes

    Page 2 of 4https://labornotes.org/2022/03/hows-whys-and-whats-ulp-strikes

    Whither the PRO Act?
    Under pressure from unions,
    Congress has periodically
    considered amending the NLRA to
    ban the hiring of permanent strike
    replacements. Some efforts have
    come close to passage.

    The latest campaign was The
    Protecting the Right to Organize
    Act of 2021 which, among other
    reforms, would have made it illegal
    to “permanently replace an
    employee who participates in a
    strike.” With Democratic Party
    support, the Act sailed through the

    replacements. (For more on lockouts, see Chapter 15 of No Contract, No Peace: A Legal Guide to
    Strikes, Picketing, and Inside Campaigns (https://labornotes.org/store/no-contract-no-peace), published
    by Labor Notes.)

    A MORE PROTECTED STRIKE
    Another way to protect strikers is to attempt to position a walkout as an unfair labor practice (ULP) strike.
    As recently emphasized in a tweet by Jennifer Abruzzo
    (https://twitter.com/nlrbgc/status/1466064621593366528), the new NLRB General Counsel, “The NLRB’s
    permanent replacement doctrine allows an employer to permanently replace workers striking for
    ‘economic’ reasons under limited circumstances. But don’t get confused—an employer can never
    permanently replace workers striking to protest an unfair labor practice.”

    An employer that precipitates a ULP strike must immediately reinstate strikers if the union submits an
    unconditional offer to return to work—even if this can only be accomplished by terminating the
    permanently hired replacements. If the employer delays or refuses, the NLRB can order it to rehire the
    strikers and reimburse them for back wages from the time reinstatement should have taken place.

    A walkout is labeled a ULP strike if a union hits the bricks, or stays out, to protest an employer violation
    of the National Labor Relations Act. The NLRA violation (see examples below) need not be flagrant. Nor
    must it be the sole or even the most important cause of the strike. If illegal employer conduct is one of
    the reasons employees stop work, the walkout qualifies as a ULP strike.

    A strike to win higher wages or improve working conditions is classified as an “economic strike.”
    Economic strikers cannot be fired for going out, but due to the NLRB’s interpretation of a 1938 Supreme
    Court decision (Mackay Radio), an employer can refuse to reinstate them to jobs held by replacements
    hired permanently. In that case, the strikers must wait for openings on a preferential recall list.

    Note: An economic strike can “convert” to the more protected status of a ULP strike if the employer
    commits an NLRA violation during the walkout that hinders bargaining or hardens workers’ resolve to
    stay out.

    COMMON ULPS
    One way to position a walkout as a ULP strike is to place demands to correct NLRA violations at the top
    of the union’s bargaining list. For example, if an employer refuses a request for benefit records, the union
    can demand that the information be provided.

    Other conduct that can trigger a ULP strike includes:

    a. Disciplining employees for wearing union buttons or shirts
    b. Videotaping union rallies
    c. Bypassing the union to deal directly with employees
    d. Refusing to bargain at reasonable times and locations
    e. Implementing a disputed proposal before bargaining to a good-faith impasse

    The more aggressive a union is during the pre-strike period, the more likely the employer will respond
    with ULPs. An extensive “inside campaign” of buttons, rallies, informational and residential picketing, and
    appeals to customers is almost guaranteed to provoke retaliatory work rules, warnings, and personnel
    actions.

    Conduct by the employer that can convert an economic to a ULP strike includes:

    a. Refusals to meet with the union
    b. Discharging strikers for comments on the picket line
    c. Causing strikers to be wrongly arrested
    d. Bribing strikers to return
    e. Granting super-seniority to non-strikers or replacements

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    11/4/23, 4:06 PMThe Hows, Whys, and Whats of ULP Strikes | Labor Notes

    Page 3 of 4https://labornotes.org/2022/03/hows-whys-and-whats-ulp-strikes

    U.S. House of Representatives
    before stalling in the Senate. It
    now appears to be dead in the
    water.

    The union can help to frame its walkout as a ULP strike by thoroughly discussing the employer’s conduct
    during strike-vote meetings and by phrasing the ballot question as follows: “Do the members agree to
    strike [or continue to strike] because the employer is violating the NLRA by _____ and _____, as well as
    failing to negotiate a fair collective bargaining agreement?”

    Union signs and handouts should highlight employer ULPs. The violations should also be featured in
    press releases and letters to customers, local officials, and clergy.

    Charges should be filed at the NLRB promptly after ULPs are discovered. If a strike is in progress, the
    union should allege that the employer’s actions caused or prolonged the walkout. If the employer has
    already hired permanent replacements, the charge can include a request that the NLRB seek a court
    injunction against further hiring.

    With new Board members and a labor-friendly General Counsel appointed by President Biden in 2021,
    the NLRB is likely to be more receptive to union claims.

    QUESTIONS AND ANSWERS
    Q. Is it always illegal to designate replacement workers as permanent during a ULP strike?

    A. No. Hiring workers on a permanent basis during a ULP strike is not illegal in itself. The employer only
    violates the law if it uses the hires as a reason to deny strikers their jobs back following an unconditional
    offer to return to work.

    Note: An exception applies if evidence proves that the employer hired the replacements not for
    legitimate business reasons but to break the union or to dissuade workers from taking part in future
    strikes.

    Q. In the second week of the strike, our company fired the local president for “abusive” conduct on the
    picket line (calling a line-crosser a “f—-g scab”). The members are furious and are refusing to end the
    strike unless the firing is reversed. If the union files a charge right away, how soon might the NLRB
    certify this as a ULP strike?

    A. The NLRB may issue a complaint seeking to overturn the discharge but will probably refrain from
    deciding the legal status of the strike unless the employer hires permanent replacements and refuses to
    allow strikers to return to their positions. This may delay a ULP strike designation for years.

    Q. If it is going to take years to get our walkout classified as a ULP strike, what good does it do us now?

    A. Framing a walkout as a ULP strike can strengthen the union’s position from the get-go. For one thing,
    knowing that the union may be able to win substantial back pay after the strike may discourage the
    employer from hiring permanent replacements. For another, if the employer does hire replacements,
    members will be less likely to lose faith in the strike.

    Q. Our employer is offering to settle a ULP charge that we filed before hitting the bricks. Any risk if the
    union accepts?

    A. Yes. The settlement may convert the walkout from a ULP strike to an economic strike. If the employer
    later hires permanent replacements, it may be able to deny reinstatement if the union calls off the strike.
    To avoid losing job rights, unions should insist on settlement language reserving the union’s and the
    NLRB’s right to cite the ULP in future proceedings.

    Q. We have consistently asserted that we are on a ULP strike. If a union member gives an interview to
    the local press and, when asked the reasons for the walkout, only talks about low wages and staffing
    problems, could this affect our chances of winning ULP status?

    A. Yes. Loose lips can sink ships. Unions should educate members on how to explain the reasons for
    going out. Employers sometimes call rank-and-file workers as witnesses in NLRB proceedings in the
    hope they will contradict the union’s contentions.

    11/4/23, 4:06 PMThe Hows, Whys, and Whats of ULP Strikes | Labor Notes

    Page 4 of 4https://labornotes.org/2022/03/hows-whys-and-whats-ulp-strikes

    Robert Schwartz is a retired union attorney in Massachusetts. He is the author of several Labor Notes
    books including The Legal Rights of Union Stewards, Just Cause, How to Win Past Practice Grievances,
    and No Contract, No Peace: A Legal Guide to Contract Campaigns, Strikes, and Lockouts.

    A version of this article appeared in Labor Notes #516 (https://labornotes.org/archives/labor-notes-516). Don't miss an
    issue, subscribe today. (https://labornotes.org/store/labor-notes-subscription)

    RELATED
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    Record-Setting Strike Moves Kaiser the Old-Fashioned Way » (/blogs/2023/10/record-setting-strike-moves-kaiser-old-fashioned-way)

    Auto Workers Power Up Fight for an Electric Future » (/2023/10/auto-workers-power-fight-electric-future)

    Auto Workers Escalate: Surprise Strike at Massive Kentucky Ford Truck Plant » (/2023/10/auto-workers-escalate-surprise-strike-massive-kentucky-

    ford-truck-plant)

    Does Your Employer Have Illegal Rules on the Books? » (/2023/10/does-your-employer-have-illegal-rules-books)

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    **Californialabor_Publicworkersgoonstrike.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/californialabor-publicworkersgoonstrike-pdf)

    **## 20.pdf**

    Answer the following questions.

    1. What issue or issues were in conflict in the 2022 nationwide rail negotiations?

    Ultimately, Congress and President Biden imposed a contract settlement on the

    unions rather than allow the workers to strike. What factors led to this outcome,

    from your perspective? Was it a good or a bad thing?

    2. The power of workers to strike and the power of employers to lockout workers

    are essentially equal and balance the power between the parties. Do you agree?

    Explain.

    **## TheHowsWhysandWhatsofULPStrikes_LaborNotespdfversion.pdf**

    11/4/23, 4:06 PMThe Hows, Whys, and Whats of ULP Strikes | Labor Notes

    Page 1 of 4https://labornotes.org/2022/03/hows-whys-and-whats-ulp-strikes

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    The Hows, Whys, and Whats of ULP Strikes
    March 04, 2022 / Robert M. Schwartz

    One way to protect strikers is to attempt to position a walkout as an unfair labor practice (ULP) strike. A walkout is labeled a ULP strike if a union
    hits the bricks to protest an employer violation of the National Labor Relations Act. Cartoon: Nick Thorkelson

    As nurses at St. Vincent Hospital in Massachusetts (https://labornotes.org/2022/01/striking-
    massachusetts-nurses-outwait-corporate-giant-tenet) discovered last year, one of the most critical
    moments that can arise during a strike is an employer announcement that it intends to hire permanent
    replacements. Of course, the employer may be bluffing. But, if it follows through, strikers’ jobs may be in
    serious jeopardy.

    An employer that hires permanent replacements is likely to harden its bargaining stance. For example, it
    may insist on ending dues checkoff arrangements or seek to remove the contract’s union security
    guarantees.

    The employer may also encourage the replacements (and any line-crossers) to file a union
    decertification petition—leading to a National Labor Relations Board election in which, if the strike is
    more than one year old, displaced strikers may be barred from casting ballots.

    Permanent replacement announcements generate understandable worries. Some workers may press
    the union to settle the strike quickly by modifying bargaining demands or accepting employer offers.
    Others may cross the picket line to save their jobs.

    What can a union do to deter an employer from pursuing a permanent replacement strategy?

    One tactic is to immediately end the walkout, report for work, and commence a relentless inside
    campaign including work-to-rule activities, short-term work disruptions, rallies, boycotts against
    customers, suppliers, banks, and other entities linked to the employer, and attempts to influence stock
    prices. If the employer counters by locking out the union, it will be barred by law from hiring permanent

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    11/4/23, 4:06 PMThe Hows, Whys, and Whats of ULP Strikes | Labor Notes

    Page 2 of 4https://labornotes.org/2022/03/hows-whys-and-whats-ulp-strikes

    Whither the PRO Act?
    Under pressure from unions,
    Congress has periodically
    considered amending the NLRA to
    ban the hiring of permanent strike
    replacements. Some efforts have
    come close to passage.

    The latest campaign was The
    Protecting the Right to Organize
    Act of 2021 which, among other
    reforms, would have made it illegal
    to “permanently replace an
    employee who participates in a
    strike.” With Democratic Party
    support, the Act sailed through the

    replacements. (For more on lockouts, see Chapter 15 of No Contract, No Peace: A Legal Guide to
    Strikes, Picketing, and Inside Campaigns (https://labornotes.org/store/no-contract-no-peace), published
    by Labor Notes.)

    A MORE PROTECTED STRIKE
    Another way to protect strikers is to attempt to position a walkout as an unfair labor practice (ULP) strike.
    As recently emphasized in a tweet by Jennifer Abruzzo
    (https://twitter.com/nlrbgc/status/1466064621593366528), the new NLRB General Counsel, “The NLRB’s
    permanent replacement doctrine allows an employer to permanently replace workers striking for
    ‘economic’ reasons under limited circumstances. But don’t get confused—an employer can never
    permanently replace workers striking to protest an unfair labor practice.”

    An employer that precipitates a ULP strike must immediately reinstate strikers if the union submits an
    unconditional offer to return to work—even if this can only be accomplished by terminating the
    permanently hired replacements. If the employer delays or refuses, the NLRB can order it to rehire the
    strikers and reimburse them for back wages from the time reinstatement should have taken place.

    A walkout is labeled a ULP strike if a union hits the bricks, or stays out, to protest an employer violation
    of the National Labor Relations Act. The NLRA violation (see examples below) need not be flagrant. Nor
    must it be the sole or even the most important cause of the strike. If illegal employer conduct is one of
    the reasons employees stop work, the walkout qualifies as a ULP strike.

    A strike to win higher wages or improve working conditions is classified as an “economic strike.”
    Economic strikers cannot be fired for going out, but due to the NLRB’s interpretation of a 1938 Supreme
    Court decision (Mackay Radio), an employer can refuse to reinstate them to jobs held by replacements
    hired permanently. In that case, the strikers must wait for openings on a preferential recall list.

    Note: An economic strike can “convert” to the more protected status of a ULP strike if the employer
    commits an NLRA violation during the walkout that hinders bargaining or hardens workers’ resolve to
    stay out.

    COMMON ULPS
    One way to position a walkout as a ULP strike is to place demands to correct NLRA violations at the top
    of the union’s bargaining list. For example, if an employer refuses a request for benefit records, the union
    can demand that the information be provided.

    Other conduct that can trigger a ULP strike includes:

    a. Disciplining employees for wearing union buttons or shirts
    b. Videotaping union rallies
    c. Bypassing the union to deal directly with employees
    d. Refusing to bargain at reasonable times and locations
    e. Implementing a disputed proposal before bargaining to a good-faith impasse

    The more aggressive a union is during the pre-strike period, the more likely the employer will respond
    with ULPs. An extensive “inside campaign” of buttons, rallies, informational and residential picketing, and
    appeals to customers is almost guaranteed to provoke retaliatory work rules, warnings, and personnel
    actions.

    Conduct by the employer that can convert an economic to a ULP strike includes:

    a. Refusals to meet with the union
    b. Discharging strikers for comments on the picket line
    c. Causing strikers to be wrongly arrested
    d. Bribing strikers to return
    e. Granting super-seniority to non-strikers or replacements

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    11/4/23, 4:06 PMThe Hows, Whys, and Whats of ULP Strikes | Labor Notes

    Page 3 of 4https://labornotes.org/2022/03/hows-whys-and-whats-ulp-strikes

    U.S. House of Representatives
    before stalling in the Senate. It
    now appears to be dead in the
    water.

    The union can help to frame its walkout as a ULP strike by thoroughly discussing the employer’s conduct
    during strike-vote meetings and by phrasing the ballot question as follows: “Do the members agree to
    strike [or continue to strike] because the employer is violating the NLRA by _____ and _____, as well as
    failing to negotiate a fair collective bargaining agreement?”

    Union signs and handouts should highlight employer ULPs. The violations should also be featured in
    press releases and letters to customers, local officials, and clergy.

    Charges should be filed at the NLRB promptly after ULPs are discovered. If a strike is in progress, the
    union should allege that the employer’s actions caused or prolonged the walkout. If the employer has
    already hired permanent replacements, the charge can include a request that the NLRB seek a court
    injunction against further hiring.

    With new Board members and a labor-friendly General Counsel appointed by President Biden in 2021,
    the NLRB is likely to be more receptive to union claims.

    QUESTIONS AND ANSWERS
    Q. Is it always illegal to designate replacement workers as permanent during a ULP strike?

    A. No. Hiring workers on a permanent basis during a ULP strike is not illegal in itself. The employer only
    violates the law if it uses the hires as a reason to deny strikers their jobs back following an unconditional
    offer to return to work.

    Note: An exception applies if evidence proves that the employer hired the replacements not for
    legitimate business reasons but to break the union or to dissuade workers from taking part in future
    strikes.

    Q. In the second week of the strike, our company fired the local president for “abusive” conduct on the
    picket line (calling a line-crosser a “f—-g scab”). The members are furious and are refusing to end the
    strike unless the firing is reversed. If the union files a charge right away, how soon might the NLRB
    certify this as a ULP strike?

    A. The NLRB may issue a complaint seeking to overturn the discharge but will probably refrain from
    deciding the legal status of the strike unless the employer hires permanent replacements and refuses to
    allow strikers to return to their positions. This may delay a ULP strike designation for years.

    Q. If it is going to take years to get our walkout classified as a ULP strike, what good does it do us now?

    A. Framing a walkout as a ULP strike can strengthen the union’s position from the get-go. For one thing,
    knowing that the union may be able to win substantial back pay after the strike may discourage the
    employer from hiring permanent replacements. For another, if the employer does hire replacements,
    members will be less likely to lose faith in the strike.

    Q. Our employer is offering to settle a ULP charge that we filed before hitting the bricks. Any risk if the
    union accepts?

    A. Yes. The settlement may convert the walkout from a ULP strike to an economic strike. If the employer
    later hires permanent replacements, it may be able to deny reinstatement if the union calls off the strike.
    To avoid losing job rights, unions should insist on settlement language reserving the union’s and the
    NLRB’s right to cite the ULP in future proceedings.

    Q. We have consistently asserted that we are on a ULP strike. If a union member gives an interview to
    the local press and, when asked the reasons for the walkout, only talks about low wages and staffing
    problems, could this affect our chances of winning ULP status?

    A. Yes. Loose lips can sink ships. Unions should educate members on how to explain the reasons for
    going out. Employers sometimes call rank-and-file workers as witnesses in NLRB proceedings in the
    hope they will contradict the union’s contentions.

    11/4/23, 4:06 PMThe Hows, Whys, and Whats of ULP Strikes | Labor Notes

    Page 4 of 4https://labornotes.org/2022/03/hows-whys-and-whats-ulp-strikes

    Robert Schwartz is a retired union attorney in Massachusetts. He is the author of several Labor Notes
    books including The Legal Rights of Union Stewards, Just Cause, How to Win Past Practice Grievances,
    and No Contract, No Peace: A Legal Guide to Contract Campaigns, Strikes, and Lockouts.

    A version of this article appeared in Labor Notes #516 (https://labornotes.org/archives/labor-notes-516). Don't miss an
    issue, subscribe today. (https://labornotes.org/store/labor-notes-subscription)

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