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Business 2B Please apply theory and application. Question 2: 2.1 Discuss the relevance of Herzbergs motivational theory in relation to the case study provided. 2.2 Argue the importance of a contingency approach to leadership within the context of the case. As a junior software developer, Colin Lollback landed his first role in IT with a company that was doing Research and Development for IBM. For Colin, this was a dream come true. The work at Stowe Computing in Sydney, Australia was challenging and cutting edge for the time with a lot of freedom to explore new ideas and concepts. Collin had the opportunity to work alongside some extraordinarily brilliant and resourceful colleagues as well as some of the most talented IBM personnel in a global industry. Everyone was engaged, challenged and motivated. There was roughly 60 employees in the division who were responsible for work on a range of projects such as conceptualising, designing and implemented the Multi-Lingual Messaging System for the IBM mainframe Operating System MVS-ESA. Double-Byte character enablement of IBM Products and some of the work on Kanji-DOS amongst other projects. The IBM development process was onerous and thorough but everyone enjoyed working hard and contributed whatever it took to ensure each project was a success. The working conditions were above average with great coffee (very important!), tea and beverages that often included the quintessential for Australian culture Tim Tams. The coffee room was where everyone gathered to stay connected with colleagues and other projects, sharing ideas, information and experiences. There is a lot to be said for good coffee. Friday afternoons everyone stopped work early for drinks and pizza in the board room. Often there was an informal presentation or informational discussion that went with this, it was the perfect job! Although the salary wasnt anything above average at Stowe, the opportunity for achievement, recognition and feedback was very high. With regular interactions and positive relationships with clients and counterparts from all over the world. The Downfall : Along came the day when an Insurance Company from South Australia bought out the parent business and set its sights on the most profitable division in the company. There was one individual who was made responsible to make as much profit as possible from Collins division. One of the first actions implemented was to cut back on tea, coffee and snacks, followed closely by Friday night drinks. The effect caused was to instantly demoralise and destabilise the work environment and created dissatisfaction within the ranks of the workers and managers. Questions started to be raised about job security as the company policies started to change and a pay freeze was instigated. It didn't take very long before some very key people abandoned the company and along with them went a lot of support from key clients. The new managements response to this was to assign staff to interna.
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Case Study Report Rubric
Criterion
Weak
Average
Strong
Identification of Main Issues/Problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study.
Identifies and demonstrates an accomplished understanding of most of the issues/problems.
Identifies and demonstrates a sophisticated understanding of the main issues/problems in the case study.
Analysis and Evaluation of Issues/Problems
Presents a superficial or incomplete analysis of some of the identified issues; omits necessary calculations.
Presents a thorough analysis of most of the issues identified; missing some necessary calculations.
Presents an insightful and thorough analysis of all identified issues/problems; includes all necessary calculations.
Recommendations on Effective
Solution
s/Strategies
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Supports diagnosis and opinions with strong arguments and well-documented evidence; presents a balanced and critical view; interpretation is both reasonable and objective.
Links to Course Readings and Additional Research
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Makes appropriate but somewhat vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited research.
Makes appropriate and powerful connections between identified issues/ problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and documents all sources of information.
Writing Mechanics and Formatting Guidelines
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Occasional grammar or spelling errors, but still a clear presentation of ideas; lacks organization.
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When it was founded:
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2. April 1, 1976
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Quick Description
1. Sharper image became of the pioneers stores of high end electronic products, it became famous for its high end electronic shinny products made in japan. It grew to a $760 million publically traded company with 196 stores in the most expensive malls in America and overseas. High competition from other local stores like Apple Stores, Bookstone, Radio Shack, Macys, and a law suit from Consumer Reports finally took the company in 2009 to file bankruptcy and eventually liquidate.
Sharper image made its debut as a small mail order business in 1977 while Thalheimer was going to law school. He took $ 1000 us investment and started marketing a line of high tech digital watches targeted to runners. He sold out his stock before his credit card payment was due. He liked the idea and keep advertising and using short credit lines to finance this start up. Within years he was mailing eye catching catalogs of products that were interesting and must haves for the growing upscale man between 25-44 years old.
Sharper image iconic air filter was the product that t.
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Today’s growth in technological capabilities, exponential increase in computing power available to both consumers and enterprises, and almost ubiquitous Internet connectivity among other digital advances is changing the way employees and enterprises work.
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Case Study 1Troi, the project manager of a large information syste.pdf
Case Study 1
Troi, the project manager of a large information systems project, arrives at her office early to get
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voicemails, 16 e-mails, and 10 posts on her team Slack channel. She spends 15 minutes
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immediate attention.
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him she hasnt heard anything but will keep him posted if she does.
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have to finish a job for a client. Several people go to the cafeteria to get coffee and doughnuts
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minutes of the progress review meeting surface project issues that have to be addressed and
assigned for action.
After the meeting Troi goes down the hallway to meet with Victoria, another IS project manager.
They spend 30 minutes reviewing project assignments, since the two of them share personnel.
Victorias project is behind schedule and in need of help. Troi offers to free up some of the teams
time to help her get back on track.
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issue that had surfaced in the status report meeting. However, her simple, Hi, guys, how are
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request features that were not in the original project scope statement. She tells her people that she
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is not expected back from lunch for another hour. At this time, Eddie drops by and says, How
about lunch? Eddie works in the finance office and they spend the next half hour in the company
cafeteria gossiping about internal politics. She is surprised to hear that Jonah Johnson, the
director of systems projects, may join another firm. Jonah has always been a powerful ally.
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provides no additional utility.
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This presentation recaps our process and early results after move in on 9-19-14.
Smashing the clock
Best Buy has implemented a new work program called ROWE (Results Only Work Environment) that allows employees to work from anywhere and anytime as long as they get their work done. The program was started secretly by two HR employees and spread virally within the company. It aims to judge employees based on output rather than hours worked. Since implementing ROWE, Best Buy has seen increased productivity, engagement, and retention while reducing turnover. The unconventional program allows for flexible schedules and working remotely, which the company believes will help boost morale and reduce real estate costs.
Spark the changing work environment
This document discusses how changes in the workforce are driving changes in workplace strategies. Gen Y workers, who will make up nearly half the workforce by 2020, prefer flexible work arrangements and accessible central locations. They also value connectivity and collaboration. As a result, companies are relocating to central locations, offering flexible work arrangements, and designing offices to foster collaboration through shared workspaces and technology. This allows companies to attract and retain top talent while boosting productivity and reducing costs through less individual workspace per employee.
IKnowledge workers are now untethered, able to perform tas
I
Knowledge workers are now untethered,
able to perform tasks anywhere at any
time. What do the best of them want from
your organization? by Tammy Johns and
Lynda Gratton
Spotlight
If you wanted to find three decades of the evolution
of knowledge work encapsulated in a single career,
Heidi McCulloch’s would be a good one to consider.
As a liberal arts graduate, McCulloch started out
working in corporate marketing departments and
then moved to an advertising agency, becoming an
outside service provider to companies like the ones
where she’d previously worked. After starting her
family, she stepped away from that world and took
on an entrepreneurial challenge: restoring and sell-
ing a historic inn. She came back to agency work a
few years later and rose to vice president by playing
specialized roles on global project teams. And now?
She’s on to new ventures. She is an independent
The Third Wave
Of Virtual Work
artwork Jules de Balincourt
Big Globe Painting, 2012
Oil and acrylic on panel, 90" x 96"
66 Harvard Business Review January–february 2013
SpotlIght On THe FuTuRe OF KnOwledge wORK
hbr.org
consultant, and in July 2012 she created a “boutique
collaborative workspace” in downtown Toronto for
people like her. It’s an oasis for mobile knowledge
workers, who can do their jobs from anywhere but
who gravitate to where they can do them best—in the
company of other creative people engaged in work
that matters to them.
To a career planner, McCulloch’s might seem like
an erratic path. For us, as longtime observers of work-
ers and their relationship to workplaces, it reflects a
progression. In studying the dramatic changes that
have taken place since the 1980s, we have discerned
three major waves in the “virtualization” of knowl-
edge work. They developed for different reasons, and
they are all still moving forward. McCulloch seems to
have caught each one.
In this article we describe how each wave came
about through a confluence of shifting employee pri-
orities, evolving employer imperatives, and emerg-
ing communications and collaboration technolo-
gies. With experts projecting that within a few years,
more than 1.3 billion people will work virtually—that
is, through rich electronic connections from sites of
their choosing—it is important to understand the
transformation under way.
dor serving a company, to set up a one-person shop
instead. It also enabled marginalized talent—stay-
at-home parents, caregivers, retirees, students—to
enter the labor market. Services typically provided
in this way included graphic design, report writing,
translation, and transcription. As companies con-
tracted with virtual freelancers for discrete tasks that
weren’t reliant on real-time collaboration, both sides
gained flexibility.
For many workers, the option to be hired as an
independent contractor was a godsend—it meant
they no longer had to compromise every other
demand of their daytime exist ...
Final fille inspiring business leaders making a difference 2021 vol 3 compressed
Every business needs to understand their market, their abilities and make sure they can always support every opportunity. “I would not recommend taking business for the sake of taking business, if the finished product leaves the client underwhelmed. Don’t bite off more than you can chew,” he opines.
BUILDING COMPETITIVE STRATEGY, AND ALIGNING STRATEGY WITH THE EXECUTION
BUILDING COMPETITIVE STRATEGY, AND ALIGNING STRATEGY WITH THE EXECUTION
Authors’ names and affiliations: Pankaj Kumar, CEO of Institute of Financial Leadership & Management, A-1202, Park Titanium, Park Street, Wakad, Pune -411057 pankaj.kumar@iflbm.com
assigmnet-question-1.txtThe vast majority of the population as.docx
assigmnet-question-1.txt
The vast majority of the population associates Blockchain with cryptocurrency Bitcoin; however, there are many other uses of blockchain; such as Litecoin, Ether, and other currencies. In this discussion, please describe at least two cryptocurrencies with applicable examples. Discuss some similarities and differences. Lastly, discuss if you have any experience using any cryptocurrencies.
Share an applicable personal experience
Provide an outside source (for example, an article from the UC Library) that applies to the topic, along with additional information about the topic or the source (please cite properly in APA)
Make an argument concerning the topic.
At least one scholarly source should be used in the initial discussion thread. Be sure to use information from your readings and other sources from the UC Library. Use proper citations and references in your post.
Regards,
250 words
assignment-question-2.txt
Given the growth in telecommuting and other mobile work arrangements, how might offices physically change in the coming years? Will offices as we think of them today exist in the next ten years? Why or why not?
Provide extensive additional information on the topic
Explain, define, or analyze the topic in detail
Share an applicable personal experience
Provide an outside source (for example, an article from the UC Library) that applies to the topic, along with additional information about the topic or the source (please cite properly in APA)
Make an argument concerning the topic.
At least one scholarly source should be used in the initial discussion thread. Be sure to use information from your readings and other sources from the UC Library. Use proper citations and references in your post.
250 words
assignment-question-3.txt
If you have you been involved with a company doing a redesign of business processes, discuss what went right during the redesign and what went wrong from your perspective. Additionally, provide a discussion on what could have been done better to minimize the risk of failure. If you have not yet been involved with a business process redesign, research a company that has recently completed one and discuss what went wrong, what went right, and how the company could have done a better job minimizing the risk of failure.
Your paper should meet the following requirements:
• Be approximately 4 pages in length, not including the required cover page and reference page.
• Follow APA6 guidelines. Your paper should include an introduction, a body with fully developed content, and a conclusion.
• Support your answers with the readings from the course and at least two scholarly journal articles to support your positions, claims, and observations, in addition to your textbook. The UC Library is a great place to find resources.
• Be clearly and well-written, concise, and logical, using excellent grammar and style techniques. You are being graded in part on the qual.
Work is Where you Are. A White Paper from Leitz.
Based on extensive research including an exclusive survey of 800 knowledge workers in four European countries (Germany, France, Italy and the United Kingdom), this White Paper explores the concept of ‘Everywhere Working’, some of the drivers of this phenomenon and the now ubiquitous nature of work.
Five key challenges for internal communicators
Here, we gather our findings after a series of interviews and daily collaboration with Internal Communicators from both large and small companies, as well as experts from Business Schools and Universities. Our goal is mapping the key focuses of our activity, our challenges, our opportunities.
Scm Pro Flexi Work Oct 2014
This document discusses the positives and pitfalls of telecommuting or flexible work arrangements. It provides examples of companies that have implemented telecommuting successfully, such as Norsk Hydro and Procter & Gamble, which saw benefits like improved productivity, cost savings, and a more satisfied workforce. However, the document also notes challenges of telecommuting cited by critics, such as the potential negative impact on collaboration and creativity. It concludes that while telecommuting can be beneficial if implemented properly, companies need to consider their individual needs and get employee input to determine if and how flexible work arrangements could work for their organization.
Case Study Report Rubric CriterionWeakAverageStrongIdent.docx
Case Study Report Rubric
Criterion
Weak
Average
Strong
Identification of Main Issues/Problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study.
Identifies and demonstrates an accomplished understanding of most of the issues/problems.
Identifies and demonstrates a sophisticated understanding of the main issues/problems in the case study.
Analysis and Evaluation of Issues/Problems
Presents a superficial or incomplete analysis of some of the identified issues; omits necessary calculations.
Presents a thorough analysis of most of the issues identified; missing some necessary calculations.
Presents an insightful and thorough analysis of all identified issues/problems; includes all necessary calculations.
Recommendations on Effective
Solution
s/Strategies
Little or no action suggested and/or inappropriate solutions proposed to the issues in the case study.
Supports diagnosis and opinions with limited reasoning and evidence; presents a somewhat one-sided argument; demonstrates little engagement with ideas presented.
Supports diagnosis and opinions with strong arguments and well-documented evidence; presents a balanced and critical view; interpretation is both reasonable and objective.
Links to Course Readings and Additional Research
Makes inappropriate or little connection between issues identified and the concepts studied in the readings; supplements case study, if at all, with incomplete research and documentation.
Makes appropriate but somewhat vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited research.
Makes appropriate and powerful connections between identified issues/ problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and documents all sources of information.
Writing Mechanics and Formatting Guidelines
Writing is unfocused, rambling, or contains serious errors; poorly organized and does not follow specified guidelines.
Occasional grammar or spelling errors, but still a clear presentation of ideas; lacks organization.
Demonstrates clarity, conciseness and correctness; formatting is appropriate and writing is free of grammar and spelling errors.
Staffing at The King Company
Kevin Tu has managed staffing at King since the early years when the company had less than 100 employees. Tu runs a tight ship and manages the department with only one other recruiter and an administrative assistant, who maintains all job postings, including a telephone employment hotline and the company’s job line web site. Tu is well-respected across the organization for his strict adherence to ensuring equity in hiring and job placement that goes well beyond equal opportunity requirements.
Tu recently completed an aggressive hiring drive at major universities, hiring several new en.
Maximising your costliest assets
This document discusses how organizations can maximize the efficiency of their most costly assets - buildings, people, and resources - through flexible working. It suggests rationalizing office space to reduce real estate costs while ensuring employee productivity and satisfaction are not negatively impacted. It also recommends challenging existing conventions, improving collaboration through technology, linking changes to business objectives, engaging leaders to drive changes, and involving employees in the process. Adopting flexible work policies using appropriate technologies can lead to benefits like 20% reductions in office space and employee travel costs while increasing productivity by 20%.
Dropbox startup lessons learned 2011
Drew Houston, founder and CEO of Dropbox, discusses the challenges of scaling the company from 20 employees and 5 million users to over 55 employees and 25 million users. Some key points are: hiring fewer but better engineers to reduce coordination needs; keeping engineering teams small and loosely coupled; focusing on building the right things instead of moving fast; and using metrics and processes like OKRs to increase predictability as the company grows.
While there is no blueprint or checklist that one can follow to gu.docx
While there is no blueprint or checklist that one can follow to guarantee the success of a business, much can be learned from analyzing those that have failed and those that have flourished during the same time period and under similar circumstances.
Write a paper of no more than 2,000 words.
Part 1: Business Failure Analysis
Select a business that failed and one that succeeded within the last 5 years.
Identify each organization’s objectives, vision, and mission.
Determine the indicators of the business failure and success from research. These may include aspects of the leadership style, communication, structure, and so forth.
Describe how specific organizational behavior theories could have predicted or explained the company’s failure or success.
Describe the role of leadership, management, organizational structure, and the culture of the organization and its departments in the failure and success of the businesses.
Part 2: Leading Organizational Change
Imagine that you are the CEO of the failed organization before the business failure took place. You now have the opportunity to lead the organization in a change process to prevent the impending failure.
Identify the most vital areas for change.
Identify the potential barriers you will face during the change process.
Evaluate the power and political issues within the organization and describe how you will address these issues.
Describe the steps you will follow to implement the organizational change based on John Kotter’s 8-step plan for implementing change.
Include at least two peer-reviewed articles from the University of Phoenix Library.
Format your paper consistent with APA guidelines.
Click the Assignment Files tab to submit your assignment.
Failure analysis
Contrasting Companies:
1. Sharper Image (losing Company)
2. Apple Inc.
When it was founded:
1. 1977
2. April 1, 1976
Founder:
1. Richard Thalheimer
2. Steve Jobs
Quick Description
1. Sharper image became of the pioneers stores of high end electronic products, it became famous for its high end electronic shinny products made in japan. It grew to a $760 million publically traded company with 196 stores in the most expensive malls in America and overseas. High competition from other local stores like Apple Stores, Bookstone, Radio Shack, Macys, and a law suit from Consumer Reports finally took the company in 2009 to file bankruptcy and eventually liquidate.
Sharper image made its debut as a small mail order business in 1977 while Thalheimer was going to law school. He took $ 1000 us investment and started marketing a line of high tech digital watches targeted to runners. He sold out his stock before his credit card payment was due. He liked the idea and keep advertising and using short credit lines to finance this start up. Within years he was mailing eye catching catalogs of products that were interesting and must haves for the growing upscale man between 25-44 years old.
Sharper image iconic air filter was the product that t.
Colliers 2014 law firm workplace trends
Colliers has been successfully implementing the latest workplace trends and strategies for many of its law firm clients around the world. Colliers partners with our clients to develop and implement workplace strategies that support the mission of the business, increasing productivity, positively impacting recruiting and retention and ultimately leading to greater profits for the firm.
SaaStrU 101: How Hybrid is Working in Practice....What the Data Shows with Ra...
Hybrid work is becoming the norm even for companies that are remote-first. Research from Microsoft found that collaboration decreased between remote teams, making networks more siloed. Raise transitioned to being a fully distributed company during the pandemic, letting leases expire and hiring more remote employees. They have adopted a hybrid model, maintaining flexibility through shared and short-term office spaces. Surveys of employees show preferences changing over time. Raise uses their office access plan and local regulations to guide their approach safely. Their new offices in different locations are tailored to teams' needs and used regularly to foster connection. While debates continue, most companies are finding value in maintaining offices alongside remote work.
MANAGEMENT PROBLEMS
MANAGEMENT PROBLEMS
1. Managing Human Resources
2. Managing Economic Globalization
3. Managing Scarce Resources
4. MANAGING WORKFORCE
5. Managing And Implementing CHANGE
6. RESOLVING THE CONFLICTS IN WORKPLACE
7. Not Delegating Responsibilities
8. UNCERTAINTY
9. Being Too "Hands-Off"
Digital workplace culture - ess conference - beth kelley
Today’s growth in technological capabilities, exponential increase in computing power available to both consumers and enterprises, and almost ubiquitous Internet connectivity among other digital advances is changing the way employees and enterprises work.
Organizations are benefiting from the increased digitization of the workplace through increased productivity, cost savings, a more mobile and agile workforce, and generally increased flexibility and adaptability in an ever increasingly complex marketplace. Enterprises are collaborating more globally, and with more diverse and global staff. Employees can now work all over the world, from the jungle to the arctic, as long as they have reliable Internet.
While this has been a boom for employers, it has also changed the power balance in the employer-employee relationship, often more towards the employee. The ability to work from anywhere and stay connected through smart phones, tablets, and other mobile devices has enabled employees to stay connected and collaborate with peers and stay on top of digital trends more readily than the organizations they work for.
This new digital workplace also creates its own challenges, including security, developing a new kind of digital etiquette to expectations for employees, and the tendency for building expectation of always being “on,” causing burnout and often leading to retention problems. Integrating digital technologies into the workplace can not only wreak havoc on the productivity of workers, but it also creates its own distinct culture, impacting the previous work culture and the general work experience. These changes will challenge the workplace by forcing both executives and employees to adapt the way they interact with each other and the technologies that enable their work.
Companies must be proactive in creating new systems and policies, and re-interpreting their corporate culture around digital in the workplace, or they risk losing clients, productivity, and employees.
Mark Thompson
What is the new digital B2B customer expecting? Acclaimed industry visionary, Mark Thompson, will explore the forces driving change in the B2B customer experience and what companies must do to, not only respond to these forces, but to take a leadership position, to remain competitive today, and to get ahead of the curve for tomorrow.
Convergence - Diverse Journeys to the Same Truth
We are all pilgrims on a common journey with many shared paths on our way to improving our capabilities and helping our organizations create and deliver value.
Presented and discussed at Agile Cincinnati on June 11, 2020.
Similar to Business 2BPlease apply theory and application. Question 2 2..pdf (20)
MACPA/BLI Makes the Shift Change - Cloud and Open, Collaborative Office
MACPA/BLI Makes the Shift Change - Cloud and Open, Collaborative Office
IKnowledge workers are now untethered, able to perform tas
IKnowledge workers are now untethered, able to perform tas
Final fille inspiring business leaders making a difference 2021 vol 3 compressed
Final fille inspiring business leaders making a difference 2021 vol 3 compressed
BUILDING COMPETITIVE STRATEGY, AND ALIGNING STRATEGY WITH THE EXECUTION
BUILDING COMPETITIVE STRATEGY, AND ALIGNING STRATEGY WITH THE EXECUTION
assigmnet-question-1.txtThe vast majority of the population as.docx
assigmnet-question-1.txtThe vast majority of the population as.docx
Case Study Report Rubric CriterionWeakAverageStrongIdent.docx
Case Study Report Rubric CriterionWeakAverageStrongIdent.docx
While there is no blueprint or checklist that one can follow to gu.docx
While there is no blueprint or checklist that one can follow to gu.docx
SaaStrU 101: How Hybrid is Working in Practice....What the Data Shows with Ra...
SaaStrU 101: How Hybrid is Working in Practice....What the Data Shows with Ra...
Digital workplace culture - ess conference - beth kelley
Digital workplace culture - ess conference - beth kelley
More from tanweeralampatna1982
Case Study 1Troi, the project manager of a large information syste.pdf
Case Study 1
Troi, the project manager of a large information systems project, arrives at her office early to get
caught up with work before her co-workers and project team arrive. However, as she enters the
office she meets Neil, one of her fellow project managers, who also wants to get an early start on
the day. Neil has just completed a project overseas. They spend 10 minutes socializing and
catching up on personal news.
Troi walks to her desk and opens her laptop. She was at her clients site the day before until 7:30
p.m. and has not checked her e-mail or voice mail since 4:30 p.m. the previous day. She has 2
voicemails, 16 e-mails, and 10 posts on her team Slack channel. She spends 15 minutes
reviewing her schedule and to do lists for the day before responding to messages that require
immediate attention.
Troi spends the next 25 minutes going over project reports and preparing for the weekly standup
meeting. Her manager -- who just arrived at the office -- interrupts her. They spend 20 minutes
discussing the project. He shares a rumor about a potential acquisition hes heard about. She tells
him she hasnt heard anything but will keep him posted if she does.
The 9:00 a.m. project status meeting starts 15 minutes late because two of the team members
have to finish a job for a client. Several people go to the cafeteria to get coffee and doughnuts
while others discuss last nights baseball game. The team members arrive, and the remaining 45
minutes of the progress review meeting surface project issues that have to be addressed and
assigned for action.
After the meeting Troi goes down the hallway to meet with Victoria, another IS project manager.
They spend 30 minutes reviewing project assignments, since the two of them share personnel.
Victorias project is behind schedule and in need of help. Troi offers to free up some of the teams
time to help her get back on track.
Troi returns to her office and makes several phone calls and returns several e-mails before
walking downstairs to visit with members of her project team. Her intent is to follow up on an
issue that had surfaced in the status report meeting. However, her simple, Hi, guys, how are
things going? elicits a stream of disgruntled responses. After listening patiently for over 20
minutes, she realizes that among other things several of the clients managers are beginning to
request features that were not in the original project scope statement. She tells her people that she
will get on this right away.
Returning to her office, she tries to call her counterpart, John, at the client firm but is told that he
is not expected back from lunch for another hour. At this time, Eddie drops by and says, How
about lunch? Eddie works in the finance office and they spend the next half hour in the company
cafeteria gossiping about internal politics. She is surprised to hear that Jonah Johnson, the
director of systems projects, may join another firm. Jonah has always been a powerful ally.
She returns to .
Can leisure be inferior for a person with a fixed factor Leontief .pdf
Can leisure be inferior for a person with a "fixed factor" Leontief utility function? This is a
utility function such that the person gains satisfaction (utility) from the composite good (C) and
Leisure (L) when consumed in equal amounts. That is a utility function such that increasing L
holding C constant provides no extra utility, or likewise, increasing C holding L constant
provides no additional utility.
Prove your answer by drawing the appropriate diagram..
Calculate the five components of ROE and verify that their product e.pdf
Calculate the five components of ROE and verify that their product equals ROE d. Compute
return on equity (ROE) for both companies for fiscal 2013 and 2012. Calculate the five
components of ROE and verify that their product equals ROE. Remember to use average total
assets and average stockholders' equity in your ratio calculations. The 2012 balance sheet (with
comparative 2011 information) is included as the last page of the financial statement excerpts to
allow for computation of average balances for the 2012 ratios..
Below is a simplified work breakdown structure (WBS) for the Abandon.pdf
Below is a simplified work breakdown structure (WBS) for the Abandoned Animal Rescue and
Rehabilitation Program. The WBS breaks down the program into smaller, manageable
deliverables and tasks that represent the main areas of work. This is a high-level WBS, and in a
real project, it would be expanded further to include specific tasks and subtasks. Using the
following information, develop the WBS dictionary for Section 3. Program Execution
Here is an overview: ""Abandoned Animal Rescue and Rehabilitation Program"
1. Program Initiation
1.1. Development of the Project Charter
1.2. Identification of Stakeholders
1.3. Definition of Objectives and Goals
2. Program Planning
2.1. Program Plan Development
2.2. Identification of High Level Requirements
2.3. Resource Planning
2.4. Communications Planning
2.5. Risk Planning
3. Program Execution
3.1. Rescue of Abandoned Animals
3.2. Rehabilitation of Rescued Animals
3.3. Adoption Activities
3.4. Education and Community Awareness
3.5. Supervision and Management of Volunteers
3.6. Legal Compliance Monitoring
4. Program Monitoring and Control
4.1. Monitoring Progress and Performance
4.2. Control of Changes and Plan Updates
4.3. Continuous Risk Management
4.4. Communication with Stakeholders
4.5. Quality Control and Results Monitoring
5.Program Closure
5.1. Objective Compliance Evaluation
5.2. Final Program Report
5.3. Delivery of Documented Results
5.4. Celebration and Recognition of Volunteers.
As introduced in Week 1 you have to submit the final project in Week.pdf
As introduced in Week 1 you have to submit the final project in Week 5 wherein you are
required to investigate a health problem, focusing on the nature and scope of the problem
(disease or disparity), the factors that are associated with this problem (behavioral, social,
environmental), and what several organizations are doing about it. Through your research, you
will come to understand how a particular health problem is multidimensional; how various
organizations provide funding, programs, and resources to address such issues..
Approximately 25 million legal immigrants were admitted into the U.S.pdf
Approximately 25 million legal immigrants were admitted into the U.S. between 1966 and 2000
(and - since this excludes immigrants who entered the U.S. illegally - this figure understates the
extent of immigration in the U.S. during this period). This influx of immigrants substantially
altered the education composition of the U.S. workforce. In particular, the resulting percentage
increase in high school dropouts in the workforce was much greater than the percentage increase
of workers with at least a high school education (Borjas 2008).
Provide a graphical representation of the labor market that illustrates the changes in the wage
structure that would have likely resulted during the last half of the 20th century..
Apple, a tech giant, has a unique organizational design and leadersh.pdf
Apple, a tech giant, has a unique organizational design and leadership model that has
significantly contributed to its innovation success. Initially, the company had a conventional
structure, divided into business units with their own P&L responsibilities. However, Steve Jobs,
upon his return as CEO, restructured the company into a functional organization, combining the
different departments into one. This change has been remarkable, as Apple remains a functional
organization today, despite its size and complexity. The company operates with no conventional
general managers, allowing for more efficient decision-making and better alignment of
accountability. This shift from a functional to a multidivisional structure has proven beneficial
for companies facing technological change and industry upheaval. Apple's commitment to a
functional organization has not remained static, as the importance of artificial intelligence and
other new areas has increased. This unique organizational model offers both innovation benefits
and leadership challenges, providing valuable insights for individuals and companies seeking to
succeed in rapidly changing environments.
Apple's primary goal is to create products that enrich people's daily lives, including developing
new categories like the iPhone and Apple Watch and continually innovating within those
categories. The iPhone camera, for example, has contributed to the photography industry with
numerous innovations. Apple relies on a structure that centers on functional expertise, allowing
those with the most expertise and experience to have decision rights for that domain. This is
because Apple competes in markets with high rates of technological change and disruption, and
relies on the judgment and intuition of people with deep knowledge of the technologies
responsible for disruption. Apple's commitment to offering the best possible products is undercut
if short-term profit and cost targets are the overriding criteria for judging investments and
leaders. In a functional organization, individual and team reputations act as a control mechanism
in placing bets, ensuring the balance between attention to costs and the value added to the user
experience.
Apple's organizational structure is based on Steve Jobs' concept of "structure follows strategy,"
which aligns expertise with decision rights. Since then, Apple's managers have been expected to
possess three key leadership characteristics: deep expertise, immersion in the details of their
functions, and a willingness to collaboratively debate other functions during collective decision-
making.
Deep expertise is a key characteristic of Apple, as it allows managers to meaningfully engage in
all work within their individual functions. This approach cascades down all levels of the
organization through areas of ever-increasing specialization. Apple's leaders believe that world-
class talent wants to work for and with other world-class talent in a specialty.
Immersion in the.
and these The legal ability to enter into a contract Inte.pdf
and these
The legal ability to enter into a contract Intending to induce the other party to contract, knowing
the words are false or uncertain that they are true To give notice of refusal to be bound by an
agreement The inducement, price, or promise that causes a person to enter into a contract and
forms the basis for the Requires certain contracts to be in writing Occurs when only one party
negotiates based on a factual error When something is sought by the promisor and given by the
promise in exchange for their promises Restoring an injured part to its original position A
statement that is factually wrong To cancel a contract A contract provision that attempts to
release one party from liability in the event the other party is injured
Valid contract Unilateral contract Mirror image rule Promissory estoppel Express contract
Counteroffer Void agreement Goods Quasi- contract Revocation
Chapter 11 Misrepresentation Chopse... Statute of Frauds Choose... Restitution Choose...
Consideration Choose... Fraud Choose. Rescind Choose... Disaffirm Choose... Exculpatory
clause Choose... Unilateral mistake Choose... Capacity Choose... Bargained for Choose... Check
A binding agreement in which one or more of the parties has not fulfilled its obligations A
contract where the parties intend to form a valid bargain but a court declares that some rule of
law A contract doctrine that requires acceptance to be on exactly the same terms as the offer An
agreement that neither party may legally enforce A contract that satisfies all of the law's
requirements An agreement with all important terms explicitly stated A promise that the law will
enforce An agreement that, because of some defect, may be terminated by one party, such as a
minor, but not b The party in contract negotiations who receives the first offer An offer made in
response to a previous offer A contract where the words and conduct of the parties indicate that
they intended an agreement A contract where both parties make a promise A party in contract
negotiations who makes the first offer Are things that are movable, other than money and
investment securities "As much as he deserved." The damages awarded in a quasi-contract case
A possible remedy for an injured plaintiff in a case with no valid contract, when the plaintiff can
show Cancellation of the offer An agreement in which all parties have fulfilled their obligations
A contract where one party makes a promise that the other party can only accept by doing
something A possible remedy for an injured plaintiff in a case with no valid contract, when the
plaintiff can show
Offeree Unenforceable agreement Contract Executory contract Voidable contract Executed
contract Bilateral contract Implied contract Quantum meruit Offerer.
Amaani Lyle, an African American woman, took a job as a script write.pdf
Amaani Lyle, an African American woman, took a job as a script writers' assistant at Warner
Brothers Television Productions. She worked for the writers of Friends, a popular, adult-oriented
television series. One of her essential job duties was to type detailed notes for the scriptwriters
during brain-storming sessions in which they discussed jokes, dialogue, and story lines. The
writers then combed through Lyles notes after the meetings for script material. During the
meetings, the three male scriptwriters told lewd and vulgar jokes and made sexually explicit
comments and gestures. They often talked about their personal sexual experiences and fantasies,
and some of these conversations were later used in episodes of Friends. During the meetings,
Lyle never complained that she found the writers conduct offensive. After four months, Lyle was
fired because she could not type fast enough to keep up with the writers conversations during the
meetings. She filed a suit against Warner Brothers alleging sexual harassment and claiming that
her termination was based on racial discrimination. Using the information presented in the
chapter, answer the following questions.
1. Would Lyles claim of racial discrimination be for intentional (disparate-treatment) or
unintentional (disparate-impact) discrimination? Explain.
2. Can Lyle establish a prima facie case of racial discrimination? Why or why not?
3. When she was hired, Lyle was told that typing speed was extremely important to her position.
At the time, she maintained that she could type eighty words per minute, so she was not given a
typing test. It later turned out that Lyle could type only fifty words per minute. What impact
might typing speed have on Lyles lawsuit?
4. Lyle's sexual-harassment claim was based on the hostile work environment created by the
writers' sexually offensive conduct at meetings that she was required to attend. The writers,
however, argued that their behavior was essential to the creative process" of writing Friends, a
show that routinely contained sexual innuendos and adult humor. Which defense discussed in the
chapter might Warner Brothers assert using this argument?.
Amanda, an HR consultant, is conducting an onsite workshop in anti-b.pdf
Amanda, an HR consultant, is conducting an onsite workshop in anti-bias training for Ambrose
Inc., a vehicle parts manufacturer. Ambrose was not deluged with complaints about
discrimination or limited growth opportunities for any particular group. Company leadership,
however, wanted proactively to foster a climate of cultural diversity and inclusion. The CEO
commented, We are hiring Amanda as much for prevention of problems as for resolving
problems that have taken place.
After delivering a 20-minute PowerPoint presentation on the meaning of implicit bias and how it
might impact workplace relationships, Amanda gives the eleven workshop participants this
assignment: I want each of you, one by one, to tell the group any bias you might possibly have.
Nothing you say will be recorded on a hidden video and reported to management. You can
therefore be as candid as you want. I want us to all learn what biases might exist at Ambrose.
Although they showed visible signs of being nervous, the workshop participants complied with
Amandas request.
Kurt: Ill go first at the risk of being hated by the other people at this training session. As a sales
manager, when I am interviewing a candidate for a sales position and she is a total beauty, I think
she might not be so sharp intellectually. I apologize folks, but thats my bias.
Cindy: When Im at a physical retail store purchasing something complicated like a smart
refrigerator or smart TV receiver, Ill approach an Asian sales associate first, if possible,
especially an Indian American or a Chinese Americanbecause my bias is that they are smart and
efficient.
Eric: If meet a young Black person in our company I am concerned that the person might think I
have White privilege because of all the publicity on the topic. So, I am concerned that the Black
person might dislike me. I know thats a horrible insult, but Amanda asked us to be totally honest.
Marty: A few months ago, I was given the assignment of putting together a mens basketball team
to play in an industrial league. My first initiative was to talk to or send texts to African-American
or African guys in the company. I figure they have more interest and ability in basketball. I hope
that I didnt upset anybody with my comments.
Ashley: When I needed technical advice, I never ask anybody in the company over age 50. I
assume that if you are not a digital native, you wont be helpful with a difficult technology
problem.
Bianca: I never thought of myself as biased, but I do have one bias. If I need something done in a
hurry, I dont ask an obese person. I think that obese people are lazy.
Fred: When Ambrose recently announced that the new CEO had an MBA from Harvard, I was
delighted. I figure that the best financial minds have attended elite schools.
Emily: Six months ago, I had an opportunity to transfer to one of two departments. I avoided the
department headed by a recently divorced middle-aged male because I thought there was a
possibility that he would sexual.
Allied Merchandisers was organized on May 1. Macy Company is a major c.pdf
Allied Merchandisers was organized on May 1. Macy Company is a major customer (buyer) of
Allied (seller) products. May 3 Allied made its first and only purchase of inventory for the
period on May 3 for 2,000 units at a price of $9 cash per unit (for a total cost of $18,000). May 5
Allied sold 1,000 of the units in inventory for $13 per unit (invoice total: $13,000) to Macy
Company under credit terms 2/10, n/60. The goods cost Allied $9,000. May 7 Macy returns 100
units because they did not fit the customers needs (invoice amount: $1,300). Allied restores the
units, which cost $900, to its inventory. May 8 Macy discovers that 100 units are scuffed but are
still of use.
Acct 101 project part 1This project will be completed in two parts.pdf
Acct 101 project part 1
This project will be completed in two parts. The instructions and list of daily business
transactions are listed in the Google Sheet titled "Project Instructions" link below. All answers
should be submitted in the Excel template attached below. The video embedded below will
provide you instructions on how to get started.
Excel help
Part 1 contains the following:
a chart of accounts with opening account balances
list of business transactions
General journal (this include the adjusting entries)
T-Account ledger
First submission of Part 1 is due by the normal Module 3 deadline of the Connect assignments.
You will complete part 2 of the project beginning in Module 5.
Upon submission, your instructor will indicate which journal entries and/or T-Acct entries are
incorrect.
You may resubmit within this assignment your updated project with corrections. Full points
will be added back for correct adjustments. Due date for your 2nd submission is the normal
Module 5 due date
1. Project InstructionsLinks to an external site.
This project will be completed in two parts. All answers should be submitted in the Excel
template also attached to this
module. Part 1 will contain a chart of accounts with opening account balances, list of business
transactions, journaling
all transactions into the general journal, and updating each account balance. Upon submission,
your instructor will
indicate which journal entries and/or T-Acct entries are incorrect.
Part 2 will have you correct any mistakes and then complete the project. The remaining parts of
the project will include
preparing an adjusted trial balance, income statement, statement of retained earnings, balance
sheet, closing entries,
and post-closing trial balance.
Dec. 1
st Collected $ 600 from Franklin from a previous engagement in Oct.
Dec. 2
nd Paid $ 1,500 on Gustos Inc. invoice from a previously recorded transaction with check
#1301.
Dec 3
rd Paid December rent of $ 2,300 with check #1302.
Dec 4
th Completed additional work for Washington, sent invoice #Y77P for $ 1,300 due in 1 month.
Dec. 5
th Paid employee from work previously expensed in Nov. with payment due Dec. 5
th using check #1303.
Dec. 8
th Purchased land on a note for $ 23,000 to be used for future construction of a new office
building.
Land and Notes payable will have account numbers of 150 and 240, respectively.
Dec. 9
th Paid $ 1,400 to cover all utilities for the month of Dec using check #1304.
Dec. 10
th
- Completed $ 550 worth of work for a repeat customer who pays cash immediately upon
completion.
Dec. 11
th
- Collected $ 800 from Washington from a previous engagement in Nov.
Dec. 12
th Our employee earned two weeks of pay amounting to $ 1,700 , to be paid Dec. 23
rd
.
*employee took vacation from Dec. 15
th
-Dec. 31
st
. No pay will accrue*
Dec. 15
th
- Leah Tyler, the owner, withdrew $ 3,100 for personal use using check #1305.
Dec. 16
th Completed a large job for Franklin for $ 12,000 . Sent invoice #Y78P due J.
About the AssignmentEffective intercultural communication requires.pdf
About the Assignment
Effective intercultural communication requires an understanding of the various aspects of
cultureand how people respond to different cultures in a variety of settings. Beyond
understanding concepts such as bias and stereotyping, effective communication includes the
ability tounderstand the nuances of both verbal and non-verbal communication, how these are
reflectionsof culture, and how strategies can be developed for more effective intercultural
communication. For your assignment, in a paper of approximately 3 pages, address the prompts
below usingconcepts you learned from the course to support your analysis.
Project Prompt
Select a culture other than your own. Compare and contrast your selected culture with your own
on these dimensions in terms of how they influence communication:
Then, analyze how characteristics of both cultures influence communication in the following
settings and identify the issues and opportunities that exist for each:.
About the Assignment Effective intercultural communication require.pdf
About the Assignment
Effective intercultural communication requires an understanding of the various aspects of
cultureand how people respond to different cultures in a variety of settings. Beyond
understanding concepts such as bias and stereotyping, effective communication includes the
ability to understand the nuances of both verbal and non-verbal communication, how these are
reflections of culture, and how strategies can be developed for more effective intercultural
communication.
For your assignment,
In a paper of approximately 3 pages, address the prompts below using concepts you learned from
the course to support your analysis. Project Prompt Select a culture other than your own.
Compare and contrast your selected culture with your own on these dimensions in terms of how
they influence communication:
Then, analyze how characteristics of both cultures influence communication in the following
settings and identify the issues and opportunities that exist for each: Education such as your
communication with your teachers and other students from different culture Business settings
such place of work and other professional places.
selected culture - muslim culture
compare muslim culture with human culture.
Academic IntegrityPlagiarismThe practice of taking someone els.pdf
Academic Integrity
Plagiarism
The practice of taking someone elses work or ideas and passing them off as ones own. An
example of plagiarism is to use creative works of another, without appropriate acknowledgment
of the author or source.
[Wherever you copied the information from the Internet, Book, Research papers and etc. should
be referenced in APA style.]
Collusion
Secret or illegal cooperation in order to deceive others. Collusion is the presentation of an
assignment as ones own which is in fact the result in whole or in part of unauthorized
collaboration with other person(s). Collusion involves the cooperation of two or more individuals
in plagiarism or other forms of academic misconduct.
Both plagiarism and collusion constitute cheating. Disciplinary action will be taken against
students who engage in plagiarism and collusion.
Student Declaration
I have read and understood the statement of academic integrity written above. I certify that the
attached work is entirely my own except where work quoted is duly acknowledged in the text;
that I have not worked with another person or persons except where specifically permitted by the
teacher, and that this work has not been submitted for assessment by myself or any other person
in any other time. I have retained a copy of my work.
STUDENT WORKLOAD DISTRIBUTION:
Formatting:
Figure 1: SmartPLS
Student NameStudent IDSignatureWorkload / Delivery.
Activity 4.1 Data transmission through different hardware and net.pdf
Activity 4.1:
Data transmission through different hardware and network components Describe the order in
which a message passes from one piece of hardware to the next when a home user in the UK
sends an e-mail via the Internet to someone in a large corporation in the USA. You should refer
to the following terms: A. mail server; B. client PC; C. modem; D. hub; E. network cable; F.
network card; G. gateway server (telecommunications processor); H. router.
Treat the Internet transmission as a single stage..
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