Using Information on Unconstrained Student Demand to Improve University Course Schedules

We examine how using information on unconstrained demand can improve operational decisions. Specifically, we examine the widespread problem of developing course schedules in not-for-profit university settings. We investigate the potential benefit of incorporating, into the scheduling process, information on the unconstrained demand of students for courses. Prior to this study, the status quo in our college, like that in a large proportion of university settings, was building the course schedule to avoid time conflicts between required courses and to minimize time conflicts between designated groups of courses, such as electives in a particular area. Compared to the status quo approach, we find that, based on three semester's worth of actual data, an approach that explicitly considers students’ course preferences improves a student-based metric of schedule quality on the order of over 4% (which is the equivalent, in our setting, of improving service for over 20% of students).

Short-term Trading in Long-term Funds: Implications for Financial Managers

Most hospitality firms do not consider managing stock portfolios to be a main part of their operations. They are in the service business, using their real assets and the services provided by employees to create valuable experiences for guests. However, the need to focus on stock investments arises through those employees. Employees consistently rank benefits, including retirement benefits, among the top five contributors to job satisfaction and as a key consideration in accepting a job.1 It is not surprising, then, that more than 90 percent of companies with 500 or more employees offer retirement plans. The five largest hotel companies in the U.S. have over $10 billion in assets under management in their retirement plans, making these plans a key component in retirement investment decisions.