This thesis identifies and explains two main problems students face during their internships. The first problem relates to feeling bored at internships due to the simplicity of projects or lack of work. From the interviews conducted, several strategies to avoid this boredom were created, including having employers design education plans for interns to further their knowledge in programs such as excel during their downtime. The second problem with internships discovered focuses on the gap between what is taught in schools versus what is expected of interns in practice. This thesis identifies several opportunities for improvement in education and strategies on how to handle feeling overwhelmed on intern projects due to lack of knowledge.

The purpose of this study is to create and establish an efficient and cost-effective solution to decrease the effects of sedentarism in pregnant women. Our team was given a propelling question, from which we had to narrow down our scope and conduct primary and secondary research to determine our ideal customers. The design of our study intends to imitate the development of a startup where ideas are created from scratch and the final deliverable is a business model plan that shows some sort of traction. Our first major finding is that a sedentary lifestyle can be treated without major challenges in low risk pregnancies. We determined that uncertainty and lack of concise and clear information is one of the main causes of an increased level of sedentary behavior in low risk pregnancies. A significant driver for women to do some sort of activity or exercise stems from feeling supported, which doesn’t necessarily come from their partner or couple, but instead from other women that are going to a similar process as them. There are apps in the market that intend to serve pregnant women; however, there is not one that incorporates a social aspect to achieve their goal. In conclusion, there is opportunity in the market for a socially integrated pregnancy fitness app. The Gleam concept has been consciously developed to decrease sedentary behavior through concise, clear, and reliable information and by encouraging women through a socialization platform.

Before the COVID-19 pandemic, there was a great need for United States’ restaurants to “go green” due to consumers’ habits of frequently eating out. Unfortunately, COVID-19 has caused this initiative to lose traction. While the amount of customers ordering takeout has increased, there is less emphasis on sustainability.<br/>Plastic is known for its harmful effects on the environment and the extreme length of time it takes to decompose. According to the International Union for Conservation of Nature (IUCN), almost 8 million tons of plastic end up in the oceans at an annual rate, threatening not only the safety of marine species but also human health. Modern food packaging materials have included a blend of synthetic ingredients, trickling into our daily lives and polluting the air, water, and land. Single-use plastic items slowly degrade into microplastics and can take up to hundreds of years to biodegrade.<br/>Due to COVID-19, restaurants have switched to takeout and delivery options to adapt to the new business environment and guidelines enforced by the Center of Disease Control (CDC) mandated guidelines. Some of these guidelines include: notices encouraging social distancing and mask-wearing, mandated masks for employees, and easy access to sanitary supplies. This cultural shift is motivating restaurants to search for a quick, cheap, and easy fix to adapt to the increased demand of take-out and delivery methods. This increases their plastic consumption of items such as plastic bags/paper bags, styrofoam containers, and beverage cups. Plastic is the most popular takeout material because of its price and durability as well as allowing for limited contamination and easy disposability.<br/>Almost all food products come in packaging and this, more often than not, is single-use. Food is the largest market out of all the packaging industry, maintaining roughly two-thirds of material going to food. The US Environmental Protection Agency reports that almost half of all municipal solid waste is made up of food and food packaging materials. In 2014, over 162 million tons of packaging material waste was generated in the states. This typically contains toxic inks and dyes that leach into groundwater and soil. When degrading, pieces of plastic absorb toxins like PCBs and pesticides, and then each piece will, in turn, release toxic chemicals like Bisphenol-A. Even before being thrown away, it causes negative effects for the environment. The creation of packaging materials uses many resources such as petroleum and chemicals and then releases toxic byproducts. Such byproducts include sludge containing contaminants, greenhouse gases, and heavy metal and particulate matter emissions. Unlike many other industries, plastic manufacturing has actually increased production. Demand has increased and especially in the food industry to keep things sanitary. This increase in production is reflective of the increase in waste. <br/>Although restaurants have implemented their own sustainable initiatives to combat their carbon footprint, the pandemic has unfortunately forced restaurants to digress. For example, Just Salad, a fast-food restaurant chain, incentivized customers with discounted meals to use reusable bowls which saved over 75,000 pounds of plastic per year. However, when the pandemic hit, the company halted the program to pivot towards takeout and delivery. This effect is apparent on an international scale. Singapore was in lock-down for eight weeks and during that time, 1,470 tons of takeout and food delivery plastic waste was thrown out. In addition, the Hong Kong environmental group Greeners Action surveyed 2,000 people in April and the results showed that people are ordering out twice as much as last year, doubling the use of plastic.<br/>However, is this surge of plastic usage necessary in the food industry or are there methods that can be used to reduce the amount of waste production? The COVID-19 pandemic caused a fracture in the food system’s supply chain, involving food, factory, and farm. This thesis will strive to tackle such topics by analyzing the supply chains of the food industry and identify areas for sustainable opportunities. These recommendations will help to identify areas for green improvement.

In recent years, advanced metrics have dominated the game of Major League Baseball. One such metric, the Pythagorean Win-Loss Formula, is commonly used by fans, reporters, analysts and teams alike to use a team’s runs scored and runs allowed to estimate their expected winning percentage. However, this method is not perfect, and shows notable room for improvement. One such area that could be improved is its ability to be affected drastically by a single blowout game, a game in which one team significantly outscores their opponent.<br/>We hypothesize that meaningless runs scored in blowouts are harming the predictive power of Pythagorean Win-Loss and similar win expectancy statistics such as the Linear Formula for Baseball and BaseRuns. We developed a win probability-based cutoff approach that tallied the score of each game once a certain win probability threshold was passed, effectively removing those meaningless runs from a team’s season-long runs scored and runs allowed totals. These truncated totals were then inserted into the Pythagorean Win-Loss and Linear Formulas and tested against the base models.<br/>The preliminary results show that, while certain runs are more meaningful than others depending on the situation in which they are scored, the base models more accurately predicted future record than our truncated versions. For now, there is not enough evidence to either confirm or reject our hypothesis. In this paper, we suggest several potential improvement strategies for the results.<br/>At the end, we address how these results speak to the importance of responsibility and restraint when using advanced statistics within reporting.

The digital education market has been expanding rapidly during the last few years, providing ample opportunity in the future. There are many technologies involved in this market, with the most significant being cloud client services, edge computing, and interactive flat panel displays (IFPDs). Combined, these technologies represent ninety-two percent of the Serviceable Available Market with IFPDs as the largest opportunity with sixty-nine percent (Company X Data). Cloud computing provides anytime/anywhere services that can be accessed from any device: e-portfolios, content access, and creation. Edge computing processes data closer to its source and the point of service delivery, providing ultra-low latency to help boost efficiency, mainly used for data processing. Lastly, IFPDs are touchscreen display devices ideal for collaborative spaces and meeting rooms. They are a substitute for outdated projector technology and provide better connectivity and built-in software solutions. <br/>We decided to develop a strategy to expand the market share in the IFPD market because it is the largest, and we consider Company X has a significant advantage in this sector. Company X manufactures the processors used in IFPDs and has established good relationships with manufacturers of these devices.

Edge computing is a new and growing market that Company X has an opportunity to expand their presence. Within this paper, we compare many external research studies to better quantify the Total Addressable Market of the Edge Computing space. Furthermore, we highlight which Segments within Edge Computing have the most opportunities for growth, along with identify a specific market strategy that Company X could do to capture market share within the most opportunistic segment.

Over the course of 2020, individuals and organizations were thrown various unprecedented obstacles that necessitated flexibility, empathy, and understanding. Many organizations were forced to reevaluate their financial status, their purpose, and how they could provide for their employees. The COVID-19 pandemic meant that most companies had to introduce a ‘work from home’ policy, drastically decreasing the face-to-face contact that employees had with each other and leadership. The virus, coupled with the social and political unrest in the U.S. in the wake of the Black Lives Matter movement and the 2020 presidential election, inspired many companies to reframe their organization and redefine their goals.<br/> The B2B (business-to-business) Marketing Agency, The Mx Group, is preparing for a change in leadership, with the current Chief Executive Officer and Founder stepping down, being replaced by the President of the company. The company plans to execute the transition in the spring of 2022, allowing them the rest of 2021 to plan for the change, catering to employees’ individual and the company’s collective needs. It was also prompted by factors such as the COVID-19 pandemic to reevaluate the values that it upholds as an organization, coinciding with the change in leadership. Leaders of the company are actively encouraging employees to engage with these values by recognizing when a colleague performs in alignment with a value.<br/> In reframing their organization, The Mx Group has a significant opportunity to uniquely position itself in the industry. Lee G. Bolman and Terrence E. Deal (2017) introduced four frames: human resources, symbolic, structural, and political, as a way to guide a transformative application of leadership and management in business. Analyzed from these perspectives, The Mx Group can utilize contemporary ideas to efficiently and effectively seize its opportunity of embedding new values and a change in leadership.