HARLEY-DAVIDSON: INTERNATIONALIZATION IN THE TRUMP ERA
“We’re proud of you! Made in America: Harley-Davidson,” President Donald J. Trump praised the motorcycle company’s executives and union leaders on February 2, 2017. When he left the meeting at the White House that day, Matthew S. Levatich, the chief executive officer (CEO) of Harley-Davidson Inc. (Harley-Davidson), was impressed by the Trump administration.2 The meeting had occurred less than two weeks after Trump had released his America First foreign policy,3 which could help or hurt the struggling but iconic company that had become a symbol of American ideals and U.S. manufacturing know-how.
“The big opportunity for Harley-Davidson, growth-wise, is in Asia, and a lot of the work with the TransPacific Partnership addresses some of the barriers that are in the way of our growth in Asia,” Levatich had said in a television appearance in April 2016.4 However, many things had changed since then, and in May 2017, Levatich had to ascertain whether to pursue that big Asian opportunity.
AMERICA FIRST AND TWEET-BASED POLICY MAKING
According to an official White House statement, the Trump administration, through the America First foreign policy, was
committed to a foreign policy focused on American interests and American national security. The President understands how critical it is to put American workers and businesses first when it comes to trade. With tough and fair agreements, international trade can be used to grow our economy, return millions of jobs to America’s shores, and revitalize our nation’s suffering communities. This strategy starts by withdrawing from the Trans-Pacific Partnership and making certain that any new trade deals are in the interests of American workers. President Trump is committed to renegotiating the North American Free Trade Agreement (NAFTA).5
In the immediate aftermath of the 2016 U.S. presidential election, several multinational CEOs had fallen victim to damaging social-media posts (tweets) from the President of the United States’ @POTUS Twitter account that had cost their companies billions of dollars in lost market capitalization (i.e., the stock price multiplied by the number of outstanding shares). Other companies had needed to change their existing plans, which were seen as being inconsistent with America First. The Ford Motor Company (Ford), for example, had planned to build a new assembly plant in Mexico but cancelled this plan on January 3, 2017, and redirected the investment to Michigan in response to a tweet from @POTUS.6 This setback among others contributed to Mark Fields’s departure as CEO of Ford on May 22, 2017. Some experts claimed that he had “bungled Trump.”7 Other companies had similar experiences; for example, tweets from @POTUS erased, in a matter of hours, billions of dollars in market capitalization at both Toyota Motor Corporation and General Motors Company.8
CEOs in other strategic industries, such as aerospace and defence co.
ASSIGNMENT DETAILS -UNIT 6 Zip-6 currently has a presence in t.docxssuser562afc1
ASSIGNMENT DETAILS -UNIT 6
Zip-6 currently has a presence in the United States, Canada, Mexico, Brazil, and in Korea (through a licensing agreement). While the firm has investigated other large Asian markets as potential expansion targets, Ravi’s Iranian heritage has influenced him to desire Zip-6 to have a presence in the Middle East. After examining and rejecting several Middle Eastern countries as potential expansion targets, Ravi has determined that the nation of Turkey offers acceptable economic and political stability. He and Keith have visited that nation and held Discussions with officials of Interbil Spirits Group, a large beverage firm and the producer of Sole Sports Drink, a regional best-seller. Interbil has offered Zip-6 a joint licensing agreement in which Interbil would manufacture and distribute Zip-6 in the Middle East and Zip-6 would manufacture and distribute Sole in its areas of operation. Both Ravi and Keith are not comfortable with this arrangement but are convinced this country offers great potential for Zip-6 products. They have quietly conducted marketing tests there and these look promising.
Based on your reading of Chapter 12, and your examination of websites on Turkey:
Go to the C.I.A.’s World Factbook resource and search for information on Turkey
Michigan State University globalEDGE™ website: http://globaledge.msu.edu/Countries/Turkey
1. What entries approach would you advise Ravi and Keith to use to gain entry into the Turkish sports drink market and why?
2. What are some advantages and disadvantages of the approach you have chosen (above)?
Respond in a minimum of 1 page in APA format to this Assignment
JOURNAL QUESTIONS
1. After reading about the IMF, journal your thoughts about the work of the IMF. Is it something new to you? Has its mission grown beyond merely imposing discipline on global currencies? Can you speculate what the world might be like for business without an organization like the IMF? Did anything you discovered in this examination of the IMF surprise you? Be sure to watch the short videos in each section that describes this organization and its work. After visiting the IMF website, Journal your thoughts about what you viewed and heard on this site. Is the work of the IMF something new to you? Has its mission grown beyond merely imposing discipline on global currencies? Can you speculate what the world might be like for business without an organization like the IMF? Did anything you discovered in this examination of the IMF surprise you?
2. Please read the short scenario on pages 417- 418 in Chapter 12 (it is a first case) about General Motors in China. At a time when this automaker was closing U.S. factories, laying off U.S. workers, and receiving U.S. taxpayer loans, it was busy building new plants in China. After reading this article, record your impressions of this General Motors strategy. As a global business; was this an acceptable strategy to behave as a global ...
Ey an-analysis-of-trends-in-the-us-capital-marketsJulien Boucher
EY’s recently released white paper, Looking behind the declining number of public companies, documents the strength of the US public equity markets and growing influence and use of private capital, as part of the ongoing policy debate regarding the strength of the US IPO and public company markets.
The document provides a detailed overview of Chrysler Corporation, including its history, current situation, corporate governance, external and internal environments, and strategic factors analysis. The key points are:
1) Chrysler was founded in 1925 and has grown to become the seventh largest automaker globally, known for minivans and Hemi engines.
2) It filed for bankruptcy in 2009 but formed an alliance with Fiat, selling most assets to Fiat while retaining eight key factories.
3) Both external opportunities like management changes and internal threats like decreasing dealer confidence are analyzed, with the latter seen as the most significant threat.
The US M&A market closed strongly in 2016 after a slow start, with the highest quarterly total of the year in Q4. Political uncertainty and regulatory challenges impacted activity early in the year. However, confidence increased following Trump's election on a pro-business agenda. Fundamental drivers like access to cheap financing and the need for growth through acquisition remained positive for dealmaking. Key deals demonstrated strategic consolidation in sectors like technology, energy and chemicals. Cross-border activity also remained strong, with the US remaining an attractive target for overseas acquirers.
How a potential trade war could affect american auto manufacturersTradezero
The potential of a trade war between the US and China could have a significant effect on American industries, with tit-for-tat tariff proposals by China too.
The document analyzes trade relations between the US and China over time. It discusses how the two nations have become highly economically interdependent, with China manufacturing many inexpensive goods for American consumers and relying heavily on the US market. However, tensions exist due to the US trade deficit with China and accusations that China keeps its currency artificially low. The financial crisis further strained relations and led to "Buy American" policies on both sides. Any major changes in policies could significantly damage both economies due to their close ties.
Introduction William Clay Ford, Jr., was staring out the window of.pdfcharanjit1717
Introduction
William Clay Ford, Jr., was staring out the window of
his office in Dearborn, Michigan, lost in thought. The
future of Ford Motor Company was hanging in the
balance, and no one was certain how best to save this
once-great company. Question after question without
any easy answers kept going through his mind. . . . How
much longer can Ford survive with the large losses? Will
it have to sell off assets or financially restructure? Can
it cut enough costs, and where should it cut? Will the
union leaders realize the situation, and how much will
they be willing to help? When will Chinese competitors
enter the U.S. market? How can Ford develop its product
offerings to adjust for higher fuel costs? How can
Ford improve its product offering to reverse or at least
stop the market share losses? How much more market
share will it lose?
The magnitude of the situation seemed overwhelming.
In order to overcome these challenges, it seemed as if
Ford would have to restructure every aspect of its business.
It would require improved product offerings with cuttingedge
design and high quality; improved operation with
more flexibility and lower costs; and improved marketing
with better brand image and customer interest. Ford was at
a crossroads, and the way ahead remained shrouded in fog.
History
Ford has gone through many evolutions since its humble
beginnings on June 16, 1903.1 Henry Ford began this
corporation, now synonymous with the assembly line,
the Industrial Revolution, and the American Dream,
with 11 business associates and $28,000 in capital.2 Ford
Motor Company continued along with minimal leadership
problems until the death of its president, Edsel Ford,
Case 10
in 1943. Intense dissension about who should succeed
Edsel Ford continued until Henry Ford, at the age of 79,
returned from retirement to lead the company. For the
next two years under Henry Ford the company operated
with massive losses of $10 million dollars per month.3
Finally, in 1945, Henry Ford was forced to step down and
Henry Ford II assumed the role of president.4 Henry Ford
II managed to successfully maneuver the company back
to productivity and empowered Robert McNamara and
his group (planning and financial analysis) to transform
Fords leadership style from a tyrannical dictatorship to a
powerful, professional oligarchy.5 Over the next 20 years,
Ford Motor Companys presidents and CEOs turned over
13 times.6 The current CEO, Alan Mulally, was appointed
in September 2006 to take over for William Clay Ford, Jr.,
who had served as both president and CEO since 2001.
William Clay Ford, Jr., led Ford Motor Company to three
straight years of profitability followed by a sharp decrease
in profits marked by a $1.44 billion loss in the first half
of 2006.7 These losses motivated Ford Motor Company
to search for a new CEO from outside the industry, Alan
Mulally, formerly of Boeing Corporation. Mulally stood
out as a qualified successor because he demonstrated the
leadership skills Ford.
ASSIGNMENT DETAILS -UNIT 6 Zip-6 currently has a presence in t.docxssuser562afc1
ASSIGNMENT DETAILS -UNIT 6
Zip-6 currently has a presence in the United States, Canada, Mexico, Brazil, and in Korea (through a licensing agreement). While the firm has investigated other large Asian markets as potential expansion targets, Ravi’s Iranian heritage has influenced him to desire Zip-6 to have a presence in the Middle East. After examining and rejecting several Middle Eastern countries as potential expansion targets, Ravi has determined that the nation of Turkey offers acceptable economic and political stability. He and Keith have visited that nation and held Discussions with officials of Interbil Spirits Group, a large beverage firm and the producer of Sole Sports Drink, a regional best-seller. Interbil has offered Zip-6 a joint licensing agreement in which Interbil would manufacture and distribute Zip-6 in the Middle East and Zip-6 would manufacture and distribute Sole in its areas of operation. Both Ravi and Keith are not comfortable with this arrangement but are convinced this country offers great potential for Zip-6 products. They have quietly conducted marketing tests there and these look promising.
Based on your reading of Chapter 12, and your examination of websites on Turkey:
Go to the C.I.A.’s World Factbook resource and search for information on Turkey
Michigan State University globalEDGE™ website: http://globaledge.msu.edu/Countries/Turkey
1. What entries approach would you advise Ravi and Keith to use to gain entry into the Turkish sports drink market and why?
2. What are some advantages and disadvantages of the approach you have chosen (above)?
Respond in a minimum of 1 page in APA format to this Assignment
JOURNAL QUESTIONS
1. After reading about the IMF, journal your thoughts about the work of the IMF. Is it something new to you? Has its mission grown beyond merely imposing discipline on global currencies? Can you speculate what the world might be like for business without an organization like the IMF? Did anything you discovered in this examination of the IMF surprise you? Be sure to watch the short videos in each section that describes this organization and its work. After visiting the IMF website, Journal your thoughts about what you viewed and heard on this site. Is the work of the IMF something new to you? Has its mission grown beyond merely imposing discipline on global currencies? Can you speculate what the world might be like for business without an organization like the IMF? Did anything you discovered in this examination of the IMF surprise you?
2. Please read the short scenario on pages 417- 418 in Chapter 12 (it is a first case) about General Motors in China. At a time when this automaker was closing U.S. factories, laying off U.S. workers, and receiving U.S. taxpayer loans, it was busy building new plants in China. After reading this article, record your impressions of this General Motors strategy. As a global business; was this an acceptable strategy to behave as a global ...
Ey an-analysis-of-trends-in-the-us-capital-marketsJulien Boucher
EY’s recently released white paper, Looking behind the declining number of public companies, documents the strength of the US public equity markets and growing influence and use of private capital, as part of the ongoing policy debate regarding the strength of the US IPO and public company markets.
The document provides a detailed overview of Chrysler Corporation, including its history, current situation, corporate governance, external and internal environments, and strategic factors analysis. The key points are:
1) Chrysler was founded in 1925 and has grown to become the seventh largest automaker globally, known for minivans and Hemi engines.
2) It filed for bankruptcy in 2009 but formed an alliance with Fiat, selling most assets to Fiat while retaining eight key factories.
3) Both external opportunities like management changes and internal threats like decreasing dealer confidence are analyzed, with the latter seen as the most significant threat.
The US M&A market closed strongly in 2016 after a slow start, with the highest quarterly total of the year in Q4. Political uncertainty and regulatory challenges impacted activity early in the year. However, confidence increased following Trump's election on a pro-business agenda. Fundamental drivers like access to cheap financing and the need for growth through acquisition remained positive for dealmaking. Key deals demonstrated strategic consolidation in sectors like technology, energy and chemicals. Cross-border activity also remained strong, with the US remaining an attractive target for overseas acquirers.
How a potential trade war could affect american auto manufacturersTradezero
The potential of a trade war between the US and China could have a significant effect on American industries, with tit-for-tat tariff proposals by China too.
The document analyzes trade relations between the US and China over time. It discusses how the two nations have become highly economically interdependent, with China manufacturing many inexpensive goods for American consumers and relying heavily on the US market. However, tensions exist due to the US trade deficit with China and accusations that China keeps its currency artificially low. The financial crisis further strained relations and led to "Buy American" policies on both sides. Any major changes in policies could significantly damage both economies due to their close ties.
Introduction William Clay Ford, Jr., was staring out the window of.pdfcharanjit1717
Introduction
William Clay Ford, Jr., was staring out the window of
his office in Dearborn, Michigan, lost in thought. The
future of Ford Motor Company was hanging in the
balance, and no one was certain how best to save this
once-great company. Question after question without
any easy answers kept going through his mind. . . . How
much longer can Ford survive with the large losses? Will
it have to sell off assets or financially restructure? Can
it cut enough costs, and where should it cut? Will the
union leaders realize the situation, and how much will
they be willing to help? When will Chinese competitors
enter the U.S. market? How can Ford develop its product
offerings to adjust for higher fuel costs? How can
Ford improve its product offering to reverse or at least
stop the market share losses? How much more market
share will it lose?
The magnitude of the situation seemed overwhelming.
In order to overcome these challenges, it seemed as if
Ford would have to restructure every aspect of its business.
It would require improved product offerings with cuttingedge
design and high quality; improved operation with
more flexibility and lower costs; and improved marketing
with better brand image and customer interest. Ford was at
a crossroads, and the way ahead remained shrouded in fog.
History
Ford has gone through many evolutions since its humble
beginnings on June 16, 1903.1 Henry Ford began this
corporation, now synonymous with the assembly line,
the Industrial Revolution, and the American Dream,
with 11 business associates and $28,000 in capital.2 Ford
Motor Company continued along with minimal leadership
problems until the death of its president, Edsel Ford,
Case 10
in 1943. Intense dissension about who should succeed
Edsel Ford continued until Henry Ford, at the age of 79,
returned from retirement to lead the company. For the
next two years under Henry Ford the company operated
with massive losses of $10 million dollars per month.3
Finally, in 1945, Henry Ford was forced to step down and
Henry Ford II assumed the role of president.4 Henry Ford
II managed to successfully maneuver the company back
to productivity and empowered Robert McNamara and
his group (planning and financial analysis) to transform
Fords leadership style from a tyrannical dictatorship to a
powerful, professional oligarchy.5 Over the next 20 years,
Ford Motor Companys presidents and CEOs turned over
13 times.6 The current CEO, Alan Mulally, was appointed
in September 2006 to take over for William Clay Ford, Jr.,
who had served as both president and CEO since 2001.
William Clay Ford, Jr., led Ford Motor Company to three
straight years of profitability followed by a sharp decrease
in profits marked by a $1.44 billion loss in the first half
of 2006.7 These losses motivated Ford Motor Company
to search for a new CEO from outside the industry, Alan
Mulally, formerly of Boeing Corporation. Mulally stood
out as a qualified successor because he demonstrated the
leadership skills Ford.
Strong fundamentals drive US dealmaking despite macro-economic and political uncertainties. First-half activity remains on a par with 2016 as strong fundamentals continue to drive M&A.
Though US M&A faced challenges in H1 2017, the figures show that the market is active and vibrant. There were 2,413 deals worth US$588.5 billion recorded in H1 2017, up 0.5 percent by value compared to US$585.4 billion registered in H1 2016. If activity continues at its current level, US dealmaking is on track for another strong year.
The document provides an outline and details about the Fortune 500 list. It discusses what the Fortune 500 is, who founded Fortune Magazine, and the four main ranking factors (sales growth, assets, earnings, and capitalization). It then lists the top ten companies in 2013, including Walmart at #1, ExxonMobil at #2, and Chevron at #3. For each top company, it provides the CEO name, headquarters location, brief background on the company's performance in 2012-2013, and revenues and profits for the fiscal year.
The United States Turns Inward: Thoughts on US Trade Policy and US-Asian Trade Relations by Keith Maskus
http://iems.ust.hk/events/insights/maskus-united-states-turns-inward-thoughts-on-us-trade-policy-and-us-asian-trade-relations
This document analyzes the potential impacts of President Trump's policies on General Motors. It first provides an overview of Trump's presidency and some of his key policies, such as renegotiating NAFTA, imposing border taxes, and lowering corporate taxes. It then analyzes the automotive industry and how Trump's policies could affect Porter's five forces. Finally, it assesses General Motors specifically and how political risks from Trump's policies could impact the company's financial forecasts and valuation. The overall recommendation is to weak hold or moderately sell GM stock due to risks from political unpredictability under President Trump.
This document provides an overview of the North American Free Trade Agreement (NAFTA). It discusses the history and purpose of NAFTA, signed in 1994 to eliminate trade barriers and facilitate cross-border movement of goods between the US, Canada, and Mexico. The document outlines some of NAFTA's main objectives like granting most favored nation status and eliminating barriers to trade. It also discusses both the advantages of NAFTA like increased trade and foreign investment, and the disadvantages like job losses in some US industries that moved production to Mexico to lower costs.
1. Several analysts believe the bull market may continue into early 2017, with the Dow Jones potentially reaching 20,000-21,000. Investors are advised to consider transportation, financials, healthcare, real estate, utilities and industrials.
2. The ECB kept interest rates unchanged despite the Italian referendum result. The OPEC production cut may open opportunities for US oil exports to Asia. Apple is considering ways to repatriate cash and jobs to the US.
3. Just three stocks - Goldman Sachs, UnitedHealth, and Caterpillar - accounted for nearly half of the Dow's 1300 point gain in the last month.
- Detroit, once a prosperous city known as Motown or the Motor Town, filed for bankruptcy in 2013 due to declining auto industry and massive pension debts.
- The auto industry crisis in 2008 greatly impacted the Big Three automakers Ford, GM, and Chrysler based in Detroit, leading to job losses. Rising fuel prices also reduced sales of SUVs and trucks.
- Detroit has struggled with a declining population, high poverty and illiteracy rates, and an inability to fund promised pension benefits to retired city workers. The city's bankruptcy filing may lead to cuts to those pension payments.
First Reply INEach one of the three kinds of trade agreements isShainaBoling829
The document discusses three types of trade agreements that are important to the United States: bilateral agreements between two countries, regional agreements between countries in a particular area, and international agreements that involve most or all countries globally. It provides examples of each type, such as the US-China bilateral agreement, the USMCA regional agreement between the US, Canada and Mexico, and the World Trade Organization international agreement. The document argues that free trade is important for global economic stability and prosperity, but that the global trade system is currently facing challenges and risks.
The document provides a list and brief profiles of 20 CEOs that a panel of business school professors identified as the best American CEOs of all time. It summarizes each CEO's accomplishments and impact. The CEOs span various industries and time periods, from Henry Ford in the early 20th century to Oprah Winfrey today. For each one, it highlights what made them successful leaders and how they helped grow major companies.
Jobs and Protectionism in the Stimulus Package Preside.docxchristiandean12115
Jobs and Protectionism in the Stimulus
Package
President Obama's spending bill promotes the use of
American goods and labor. Despite foreign and domestic
protests, the language is mainly rhetorical
Members of the Senate and the House hash out differences between the two versions of the
economic stimulus legislation at the U.S. Capitol on Feb. 11 Chip Somodevilla/Getty Images
By Moira Herbst
The $787 billion spending legislation being signed on Feb. 17 by President Barack Obama is
designed to jolt some life into a moribund economy. Already, though, provisions to use the
money to "buy American"—whether that means American iron, steel, or labor—is sparking a
debate about whether such rules in a global economy amount to protectionism.
Organized labor and small U.S. manufacturers won an amendment to the stimulus bill to ensure
that more materials used on construction and infrastructure are made in the U.S. Critics of the H-
1B visa program won tougher rules governing when banks that are bailed out by the Troubled
Assets Relief Program (TARP) can fill jobs with skilled immigrants.
The final language drew criticism from abroad, where editorials and government officials
warned it could run afoul of trade agreements. But both provisions are less stringent than earlier
versions had been, and neither is likely to have a radical effect on how stimulus spending takes
shape.
http://www.businessweek.com/bios/Moira_Herbst.htm
Opposition from Exporters
The clearest attempt to wall off foreign companies from U.S. spending came in a "Buy
American" provision. That rule requires that only U.S. iron, steel, and other manufactured goods
be used for public buildings and public works funded under the bill. However, it comes with
several key caveats. For one, the language states that the Buy American policy must not violate
U.S. obligations under existing international trade agreements. Nor does the rule apply if
American goods aren't available in sufficient quantities or if they'll increase the cost of the
overall project by more than 25%. Federal highway, transit, and airport projects are already
covered by similar Buy American requirements.
The battle over the provision had been contentious. On Feb. 3, 100 business groups and
companies—including the U.S. Chamber of Commerce, General Electric (GE), Caterpillar
(CAT), and other major construction, defense, and high-tech companies—wrote a letter to Senate
leaders warning that a far-reaching Buy American rule "will harm American workers and
companies across the entire U.S. economy, undermine U.S. global engagement, and result in
mirror-image trade restrictions abroad that would put at risk huge amounts of American exports."
But advocates of the provision—including the Alliance for American Manufacturing, a
partnership of manufacturing companies and the United Steelworkers union—said such rules are
needed to stem the tide of layoffs in th.
Donald Trump's policies as President have created uncertainty for many Indian students and professionals. His executive orders restricted immigration from several Muslim-majority countries, increased immigration enforcement, and proposed changes to H-1B visas that would make it harder for skilled foreign workers, especially Indians who make up most H-1B visa holders. His policies have also been linked to a rise in racist attacks against Indians in the US. Indian leaders have expressed concerns about the effects on the Indian diaspora in America and bilateral relations.
Will the New Era of Trade Protectionism Under the Trump Regime Make America G...Christiana Wu
Trump's trade policies aim to reduce trade deficits and bring manufacturing jobs back to the US. This includes withdrawing from TPP, renegotiating NAFTA, and imposing import taxes. While this may boost domestic industry in the short run, it could also spark trade wars and slow economic growth in partner countries like Mexico and China. The long term economic impacts are unclear as free trade has both benefits and costs for different sectors of the economy.
JW House FundraiserJourney Through the Enchanted Forest Ga.docxpauline234567
JW House Fundraiser
Journey Through the Enchanted Forest Gala
Silent Auction
Table Decor
Specialized cocktails for Event
Three Screens will be Placed for Optimum Viewing by all Attendees
New House Announcement
Happy 30th Birthday, JW!
Auction
Isle down Center Allows Fundraising Auctioneer to Engage Audience
Balloon
Drop
S’mores Sponsored by Largest Corporate Donor
Finish the Evening with Dancing & Beverages
Image Sources
http://springfields.net.au/media/catalog/category/_2_43.png
https://s-media-cache-ak0.pinimg.com/originals/36/fa/fe/36fafee1408521530bfa23368e604d55.jpg
https://www.thegirlcreative.com
http://ballooncity.com/wp-content/uploads/2013/09/danceFloorFlipPNG.png
https://t3.rbxcdn.com/ea203ae8bb1787569f5e375cde0a93b2
http://jwhouse.org/wp-content/uploads/2017/07/jwPortraitStory.jpg
http://royalcandycompany.com/wp/wp-content/uploads/2016/04/Smores-Buffet.jpg
https://lhueagleeye.files.wordpress.com/2015/11/crowd_20080505124150.jpg
www.socialtables.com
https://media-cdn.tripadvisor.com/media/photo-s/03/0d/c8/a7/santa-clara-convention.jpg
https://s3.amazonaws.com/assets.winspireme.com/LPP/Buy-it-Now-Logo.png
http://www.tastefultreats.com/media/catalog/product/cache/1/image/9df78eab33525d08d6e5fb8d27136e95/g/o/gourmet-kosher-sweets-gift-basket.png
https://vignette.wikia.nocookie.net/piratesonline/images/b/b3/Chest.png/revision/latest?cb=20090707201032
http://pngimg.com/uploads/question_mark/question_mark_PNG126.png
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1. INTRODUCTION. Begin by stating what you will discuss and explain why is important.
2. CRITICAL SUMMARY. Summarize the relevant views and the arguments that you believe are important.
Usually in a critical discussion it is not sufficient to merely summarize the author’s view. Your attention should be
focused on the author's development of the view--that is, on his arguments, in the broadest sense of the word.
3. CARE IN CITATIONS. Make sure you accurately state the position of the author and always include page
references for each quotation or attribution to her/him if applicable.
4. CRITICAL EVALUATION FROM A CHRISTIAN PERSPECTIVE. At least half of your paper must be devoted
to a critical evaluation of the views of the author you are discussing from the perspective of the Christian thesis that
a Christian call in business may prop-up the role of the markets.
5. CONSIDER POSSIBLE RESPONSES TO YOUR OBJECTIONS. Whenever you offer an objection to an
author's position, explicitly consider whether the author has said anythin.
JP Morgan Chase The Balance Between Serving Customers and Maxim.docxpauline234567
JP Morgan Chase: The Balance Between Serving Customers and Maximizing Shareholder Wealth
Penelope Bender
William Woods University
BUS 585: Integrated Studies in Business Administration
Dr. Leathers
Abstract
This paper investigates why JP Morgan Chase and other financial institutions struggle to balance client interests over maximizing wealth.
It is an exploratory study done through literature review.
Often financial institutions, like JP Morgan, put profits ahead of the interests of those they serve.
The paper contributes to better understanding of corporate culture.
This paper investigates why JP Morgan Chase and other financial institutions struggle to balance client interests over maximizing shareholder wealth. This exploratory study is done through a literature review to answer why financial institutions, specifically JP Morgan, often put profits ahead of those they serve. The study will provide evidence of the complex nature of balancing client interests over maximizing shareholder and individual wealth and the need for tighter internal and external oversight. This paper contributes to a better understanding of why corporate culture encourages profit over stakeholders’ interests.
2
Research Question
Why does JP Morgan Chase and other financial institutions struggle to balance client interests over maximizing shareholder wealth?
Employees of JP Morgan Chase and other large banks work in their best interests to increase wealth and succeed by meeting management goals. However, because of the complex nature of large banks, an individual(s), unethical behavior can go unchecked.
3
Problem Statement
JP Morgan Chase competes globally and faces competition from other large banks in the US and abroad.
JP Morgan Chase is part of a complex system of regulation, self-interests, and wealth creation.
The interests of shareholders and investors is sometimes overshadowed by agents working in their own best interests.
Financial markets are a complex web of interests, and because of opportunities for individual profits, regulating individual’s actions without stricter regulations and internal oversight is impossible.
The study is not meant to be a moral or ethical analysis but merely why the complex relationship exists and will continue to exist in capitalist society. This paper contributes to a better understanding of why capitalism or financialism’s (Clarke, 2014) fundamentals encourage wealth creation. Financial markets are a complex web of interests, and because of opportunities for individual profits, regulating individual’s actions without stricter regulations and internal oversight is impossible.
4
Literature Review
The literature review showed a connection between self-interests, regulators, competition, and risk, which all lead to a complex system of conflicting agendas.
5
How Self-Interests Influence Behavior
Ross (1973) explains that all employment relationships are agency relationships and moral hazards are generally .
Interpret a Current Policy of Three CountriesInstructionsAs .docxpauline234567
The document provides instructions for an assignment analyzing the immigration systems of three countries. It requires:
1) A SWOT analysis of the US immigration system and two other country systems, evaluating strengths, weaknesses, opportunities, and threats.
2) An analysis of immigration benefits for each system to determine the best fit for the student's state.
3) A plan for implementing the chosen immigration program.
The analysis should compare immigration approaches in the US and two other countries. The completed assignment must be 12-15 pages long with a minimum of seven scholarly references using current APA standards.
INTRODUCTIONWhen you think of surveillance, you may picture tw.docxpauline234567
INTRODUCTION
When you think of surveillance, you may picture two police officers camped out in an unmarked car, watching the comings and goings at a suspect’s apartment building. Or you may imagine an investigator trailing a car on the highway or tapping a suspect’s phone to listen in on potentially incriminating conversations. Surveillance is all these activities, but in the 21st century, it is also much more.
Consider video surveillance of local businesses, streets, and highways; cell phone data; and the reams and reams of digital information gathered on everyday activities—from social media and computer use to credit card transactions.
This week, you analyze concerns related to this new era of surveillance, such as privacy and legal requirements.
LEARNING OBJECTIVES
Students will:
Analyze issues related to privacy and surveillance
Describe surveillance
Differentiate between legal and illegal surveillance
Analyze legal requirements for conducting surveillance
PRIVACY VERSUS PUBLIC SAFETY
The average citizen today may feel as though they are constantly being watched and their actions recorded. And perhaps rightly so. After all, social media sites market personalized products based on how you use the Internet, cell phones pinpoint your location, and fitness trackers transmit your health and fitness activities to the cloud. This sense of being “spied on,” however, does not negate the important use of surveillance techniques in solving and preventing crime.
For this Discussion, you analyze how to balance two sometimes opposing sides in surveillance work: the expectation of privacy and the goal of public safety.
RESOURCES
Be sure to review the Learning Resources before completing this activity.
YOU WILL FIND THE READING FOR THIS ASSIGNMENT IN THE ATTACHED READING MATERIALS PLEASE GO THERE AND READ BEFORE TRYING TO COMPLETE THIS ASSIGNMENT SO YOU WILL UNDERSTAND WHAT IS NEEDED TO COMPLETE THE WORK….
Post a response to the following:
When conducting surveillance, explain how to balance an expectation of citizen privacy with legitimate investigative procedure that has public safety as its goal.
Explain whether citizens should differentiate between government intrusion and private companies who use citizens’ online data to surveil their movements and activity.
.
Interviews and Eyewitness Identifications AP PhotoMat.docxpauline234567
Interviews and
Eyewitness
Identifications
AP Photo/Matthew Apgar
OBJECTIVES
After reading this chapter you will be able to:
• Identify the evidence collected
by investigators in the BP
gas station robbery and
discuss its role in the
identification and apprehension
of the perpetrator.
• Discuss the advantages and
disadvantages of using facial
identification software and
forensic sketches to create
composite pictures of
suspects.
• Identify and discuss the
rationale of the recommended
lineup procedures.
• Discuss the research that
has been conducted on the
accuracy of hypnotically elicited
testimony. • Identify the difference between
primary and secondary
witnesses and give an example
of each.
• Discuss the value of eyewitness
identifications in establishing
proof. • Compare and contrast the
cognitive interviewing approach
with standard police interviews.
• Identify and discuss the
methods of eyewitness
identifications.
• Identify the three phases of
human memory and discuss
how factors at each phase
may affect the retrieval of
information from witnesses.
• Discuss the contributions
of cognitive interviewing in
enhancing memory recall.
From the CASE FILE
BP Gas Station Robbery
The introduction to this chapter consists of a police
report (edited for length) of the investigation of an
armed robbery of a British Petroleum (BP) gas station
that occurred on August 22, 2011, in Germantown,
Wisconsin (a suburb of Milwaukee). The report serves
as an example of a criminal investigation case report
and also highlights issues discussed in this chapter,
such as the value of eyewitness identification. Issues
discussed in other chapters, including the important
role of patrol officers in investigations, crime scene
photographs, investigation of robbery and auto theft,
and the value of DNA, are also present in this report.
Incident Report Number: 11-014277,
Report of Officer Toni Olson
On Monday, August 22, 2011, I, Officer Olson, was
assigned to investigate and respond to a robbery, which
had just occurred at the County Line BP, located at 21962
County Line Road. Officers were advised that the c I erk at
the BP gas station had called the non-emergency number
reporting that a younger wh ite male came into the store and
hit him over the head with an unknown object before taking
money out of his cash drawer and leaving in a red SUV or
truck, northbound on Bell Road. A possible registration
of 583RIB was given out for the suspect vehicle. I, along
with Lt. Huesemann, Officer Brian Ball, and Officer Daniel
Moschea of the Germantown Police Department responded.
Upon arriving on scene, officers were advised that witnesses
reported the suspect veh icle leaving the scene of the
robbery northbound on Bell Road into a subdivision. The
witnesses also stated that they had not seen the suspect
vehicle leave the subdivision, which only has two ways to get
in and.
Interview Presentation: Questions
To prepare:
· Identify an interview subject with a different cultural background than you.
· Ask your interview subject the questions below. Be sure to record the interview and/or take good notes.
During the interview, ask the individual the following interview questions:
· Have you ever lived or visited outside of the United States? If so, where? Describe the experience.
· What do you identify as your culture?
· What are the most important values and beliefs of your family and community?
· What are the important events, traditions, celebrations, and practices in your family or community?
· How does your family or community define gender roles?
· How do you identify your:
· Race
· Ethnicity
· National origin
· Color
· Sex
· Sexual orientation
· Gender identity or expression
· Age
· Marital status
· Political belief
· Religion
· Immigration status
· Disability status
· How well do you fit within your family or community based on these other identities you hold?
· How do you think others outside your community view your culture?
· Have you experienced prejudice or discrimination? Please describe.
Social Media and Ethical Considerations
Walden’s MSW Social Media Policy
A student’s presence on and use of social media reflects on the MSW program and the social
work profession; therefore, behavior on social media will be held to the same professional
standards and student code of conduct expectations. Social Work professionals, including
students, are expected to adhere to the NASW Code of Ethics related to virtual communications.
Students should use social work values and principles, as well as specific agency policy, to guide
their social media interactions.
Students need to consider the ethical consequences of their own social media use, as well as use
of social media in practice. Be aware of and follow agency policies regarding the use of social
media. Before using social media communication tools on behalf of a field agency, students
must seek agency approval of any messages or posts.
Walden MSW students are expected to adhere to the ethical standards outlined in the NASW
Code of Ethics. Common ethical issues that social workers need to understand and manage when
utilizing social media include, but are not limited to, privacy and confidentiality (Section 1.07),
conflicts of interest and dual relationships (Section 1.06), and informed consent (Section 1.03).
There is significant risk of unintentionally sharing protected information when using social
media. Be cautious when posting information about an agency. Never post confidential or
private information about clients or colleagues, even using pseudonyms.
Students need to remain aware of professional boundaries even when participating in social
media in their personal time. Managing “friend” requests and maintaining privacy settings is
critical regardless of whether a student uses social me.
INT 220 Business Brief Template Course Project.docxpauline234567
INT 220 Business Brief Template
Course Project
Section One: Drivers for Global Entry
Going global would afford the company many benefits including increased sales and revenues. Japan is a developed market and thus the purchasing power of the consumers is high, which implies that many consumers will be able to purchase our products. Expanding to Japan will enable increased profits that can be reinvested in research and development of new technology and innovation that will create a competitive advantage for both domestic and international market. In addition, entering the foreign market will help the business to tap into new market segment. According to International Data Corporation (IDC), Apple was the largest smartphone brand in 2020 in Japan with a 47.3 percent market share (Sudarshan, 2021). The data shows that Japan would be an ideal market for quality phone cell cases due to high purchase of smartphones. Therefore, the company will benefit from increased sales and profits.
Section Two: Market Profile
Cultural Profile
CategoryUnited StatesJapan
Commonly Spoken Languages
English
Japanese
Commonly Practiced Religions
Christianity
Shinto
Power Distance Index (PDI)
40
54
Individualism Versus Collectivism (IDV)
91
46
Masculinity Versus Femininity (MAS)
95
62
Uncertainty Avoidance Index (UAI)
92
46
Long-Term Orientation Versus Short-Term Normative Orientation (LTO)
88
26
Indulgence Versus Restraint (IVR)
42
68
Political and Economic Profile
CategoryUnited StatesJapan
Political System
Representative democracy
Constitutional monarchy
Current Leaders
Joseph Biden president
Fumio Kishida prime minister
Economic Classification
Developed
Developed
Economic Blocs Impacting Trade
World trade organization
World trade organization
Gross Domestic Product
23 trillion USD
4.9 trillion USD
Purchasing Power Parity
22,996.08
100.412
Gross Domestic Product Per Capita
69,287.54 USD
39,285.16 USD
Human Development Index
Very high 0.921
0.919
Human Poverty Index
$26,246 for a family of four
Poverty headcount ratio at $5.50 a day
In terms of economic development, both countries have developed economy, thus making them ideal for business. Consumers have high purchasing power which means that they are able to purchase new products. US has a higher GPD compared to Japan, however, this can be attributed to the size and population of U.S. compared to that of Japan. Furthermore, both countries are members of World Trade Organization, which means that their trade operations with other nations are regulated and subject to WTO regulations. The culture in Japan is hugely different then the culture in America. Americans are self-motivated while the Japanese culture embraces more of a group mentality and looks for approval from their superiors before making big decision. Both cultures work long hours and take very little breaks. For the most part Japanese culture is more formal in the work place then in the U.S.
Section Three: Market Consideratio.
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focused on the author's development of the view--that is, on his arguments, in the broadest sense of the word.
3. CARE IN CITATIONS. Make sure you accurately state the position of the author and always include page
references for each quotation or attribution to her/him if applicable.
4. CRITICAL EVALUATION FROM A CHRISTIAN PERSPECTIVE. At least half of your paper must be devoted
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JP Morgan Chase The Balance Between Serving Customers and Maxim.docxpauline234567
JP Morgan Chase: The Balance Between Serving Customers and Maximizing Shareholder Wealth
Penelope Bender
William Woods University
BUS 585: Integrated Studies in Business Administration
Dr. Leathers
Abstract
This paper investigates why JP Morgan Chase and other financial institutions struggle to balance client interests over maximizing wealth.
It is an exploratory study done through literature review.
Often financial institutions, like JP Morgan, put profits ahead of the interests of those they serve.
The paper contributes to better understanding of corporate culture.
This paper investigates why JP Morgan Chase and other financial institutions struggle to balance client interests over maximizing shareholder wealth. This exploratory study is done through a literature review to answer why financial institutions, specifically JP Morgan, often put profits ahead of those they serve. The study will provide evidence of the complex nature of balancing client interests over maximizing shareholder and individual wealth and the need for tighter internal and external oversight. This paper contributes to a better understanding of why corporate culture encourages profit over stakeholders’ interests.
2
Research Question
Why does JP Morgan Chase and other financial institutions struggle to balance client interests over maximizing shareholder wealth?
Employees of JP Morgan Chase and other large banks work in their best interests to increase wealth and succeed by meeting management goals. However, because of the complex nature of large banks, an individual(s), unethical behavior can go unchecked.
3
Problem Statement
JP Morgan Chase competes globally and faces competition from other large banks in the US and abroad.
JP Morgan Chase is part of a complex system of regulation, self-interests, and wealth creation.
The interests of shareholders and investors is sometimes overshadowed by agents working in their own best interests.
Financial markets are a complex web of interests, and because of opportunities for individual profits, regulating individual’s actions without stricter regulations and internal oversight is impossible.
The study is not meant to be a moral or ethical analysis but merely why the complex relationship exists and will continue to exist in capitalist society. This paper contributes to a better understanding of why capitalism or financialism’s (Clarke, 2014) fundamentals encourage wealth creation. Financial markets are a complex web of interests, and because of opportunities for individual profits, regulating individual’s actions without stricter regulations and internal oversight is impossible.
4
Literature Review
The literature review showed a connection between self-interests, regulators, competition, and risk, which all lead to a complex system of conflicting agendas.
5
How Self-Interests Influence Behavior
Ross (1973) explains that all employment relationships are agency relationships and moral hazards are generally .
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INTRODUCTIONWhen you think of surveillance, you may picture tw.docxpauline234567
INTRODUCTION
When you think of surveillance, you may picture two police officers camped out in an unmarked car, watching the comings and goings at a suspect’s apartment building. Or you may imagine an investigator trailing a car on the highway or tapping a suspect’s phone to listen in on potentially incriminating conversations. Surveillance is all these activities, but in the 21st century, it is also much more.
Consider video surveillance of local businesses, streets, and highways; cell phone data; and the reams and reams of digital information gathered on everyday activities—from social media and computer use to credit card transactions.
This week, you analyze concerns related to this new era of surveillance, such as privacy and legal requirements.
LEARNING OBJECTIVES
Students will:
Analyze issues related to privacy and surveillance
Describe surveillance
Differentiate between legal and illegal surveillance
Analyze legal requirements for conducting surveillance
PRIVACY VERSUS PUBLIC SAFETY
The average citizen today may feel as though they are constantly being watched and their actions recorded. And perhaps rightly so. After all, social media sites market personalized products based on how you use the Internet, cell phones pinpoint your location, and fitness trackers transmit your health and fitness activities to the cloud. This sense of being “spied on,” however, does not negate the important use of surveillance techniques in solving and preventing crime.
For this Discussion, you analyze how to balance two sometimes opposing sides in surveillance work: the expectation of privacy and the goal of public safety.
RESOURCES
Be sure to review the Learning Resources before completing this activity.
YOU WILL FIND THE READING FOR THIS ASSIGNMENT IN THE ATTACHED READING MATERIALS PLEASE GO THERE AND READ BEFORE TRYING TO COMPLETE THIS ASSIGNMENT SO YOU WILL UNDERSTAND WHAT IS NEEDED TO COMPLETE THE WORK….
Post a response to the following:
When conducting surveillance, explain how to balance an expectation of citizen privacy with legitimate investigative procedure that has public safety as its goal.
Explain whether citizens should differentiate between government intrusion and private companies who use citizens’ online data to surveil their movements and activity.
.
Interviews and Eyewitness Identifications AP PhotoMat.docxpauline234567
Interviews and
Eyewitness
Identifications
AP Photo/Matthew Apgar
OBJECTIVES
After reading this chapter you will be able to:
• Identify the evidence collected
by investigators in the BP
gas station robbery and
discuss its role in the
identification and apprehension
of the perpetrator.
• Discuss the advantages and
disadvantages of using facial
identification software and
forensic sketches to create
composite pictures of
suspects.
• Identify and discuss the
rationale of the recommended
lineup procedures.
• Discuss the research that
has been conducted on the
accuracy of hypnotically elicited
testimony. • Identify the difference between
primary and secondary
witnesses and give an example
of each.
• Discuss the value of eyewitness
identifications in establishing
proof. • Compare and contrast the
cognitive interviewing approach
with standard police interviews.
• Identify and discuss the
methods of eyewitness
identifications.
• Identify the three phases of
human memory and discuss
how factors at each phase
may affect the retrieval of
information from witnesses.
• Discuss the contributions
of cognitive interviewing in
enhancing memory recall.
From the CASE FILE
BP Gas Station Robbery
The introduction to this chapter consists of a police
report (edited for length) of the investigation of an
armed robbery of a British Petroleum (BP) gas station
that occurred on August 22, 2011, in Germantown,
Wisconsin (a suburb of Milwaukee). The report serves
as an example of a criminal investigation case report
and also highlights issues discussed in this chapter,
such as the value of eyewitness identification. Issues
discussed in other chapters, including the important
role of patrol officers in investigations, crime scene
photographs, investigation of robbery and auto theft,
and the value of DNA, are also present in this report.
Incident Report Number: 11-014277,
Report of Officer Toni Olson
On Monday, August 22, 2011, I, Officer Olson, was
assigned to investigate and respond to a robbery, which
had just occurred at the County Line BP, located at 21962
County Line Road. Officers were advised that the c I erk at
the BP gas station had called the non-emergency number
reporting that a younger wh ite male came into the store and
hit him over the head with an unknown object before taking
money out of his cash drawer and leaving in a red SUV or
truck, northbound on Bell Road. A possible registration
of 583RIB was given out for the suspect vehicle. I, along
with Lt. Huesemann, Officer Brian Ball, and Officer Daniel
Moschea of the Germantown Police Department responded.
Upon arriving on scene, officers were advised that witnesses
reported the suspect veh icle leaving the scene of the
robbery northbound on Bell Road into a subdivision. The
witnesses also stated that they had not seen the suspect
vehicle leave the subdivision, which only has two ways to get
in and.
Interview Presentation: Questions
To prepare:
· Identify an interview subject with a different cultural background than you.
· Ask your interview subject the questions below. Be sure to record the interview and/or take good notes.
During the interview, ask the individual the following interview questions:
· Have you ever lived or visited outside of the United States? If so, where? Describe the experience.
· What do you identify as your culture?
· What are the most important values and beliefs of your family and community?
· What are the important events, traditions, celebrations, and practices in your family or community?
· How does your family or community define gender roles?
· How do you identify your:
· Race
· Ethnicity
· National origin
· Color
· Sex
· Sexual orientation
· Gender identity or expression
· Age
· Marital status
· Political belief
· Religion
· Immigration status
· Disability status
· How well do you fit within your family or community based on these other identities you hold?
· How do you think others outside your community view your culture?
· Have you experienced prejudice or discrimination? Please describe.
Social Media and Ethical Considerations
Walden’s MSW Social Media Policy
A student’s presence on and use of social media reflects on the MSW program and the social
work profession; therefore, behavior on social media will be held to the same professional
standards and student code of conduct expectations. Social Work professionals, including
students, are expected to adhere to the NASW Code of Ethics related to virtual communications.
Students should use social work values and principles, as well as specific agency policy, to guide
their social media interactions.
Students need to consider the ethical consequences of their own social media use, as well as use
of social media in practice. Be aware of and follow agency policies regarding the use of social
media. Before using social media communication tools on behalf of a field agency, students
must seek agency approval of any messages or posts.
Walden MSW students are expected to adhere to the ethical standards outlined in the NASW
Code of Ethics. Common ethical issues that social workers need to understand and manage when
utilizing social media include, but are not limited to, privacy and confidentiality (Section 1.07),
conflicts of interest and dual relationships (Section 1.06), and informed consent (Section 1.03).
There is significant risk of unintentionally sharing protected information when using social
media. Be cautious when posting information about an agency. Never post confidential or
private information about clients or colleagues, even using pseudonyms.
Students need to remain aware of professional boundaries even when participating in social
media in their personal time. Managing “friend” requests and maintaining privacy settings is
critical regardless of whether a student uses social me.
INT 220 Business Brief Template Course Project.docxpauline234567
INT 220 Business Brief Template
Course Project
Section One: Drivers for Global Entry
Going global would afford the company many benefits including increased sales and revenues. Japan is a developed market and thus the purchasing power of the consumers is high, which implies that many consumers will be able to purchase our products. Expanding to Japan will enable increased profits that can be reinvested in research and development of new technology and innovation that will create a competitive advantage for both domestic and international market. In addition, entering the foreign market will help the business to tap into new market segment. According to International Data Corporation (IDC), Apple was the largest smartphone brand in 2020 in Japan with a 47.3 percent market share (Sudarshan, 2021). The data shows that Japan would be an ideal market for quality phone cell cases due to high purchase of smartphones. Therefore, the company will benefit from increased sales and profits.
Section Two: Market Profile
Cultural Profile
CategoryUnited StatesJapan
Commonly Spoken Languages
English
Japanese
Commonly Practiced Religions
Christianity
Shinto
Power Distance Index (PDI)
40
54
Individualism Versus Collectivism (IDV)
91
46
Masculinity Versus Femininity (MAS)
95
62
Uncertainty Avoidance Index (UAI)
92
46
Long-Term Orientation Versus Short-Term Normative Orientation (LTO)
88
26
Indulgence Versus Restraint (IVR)
42
68
Political and Economic Profile
CategoryUnited StatesJapan
Political System
Representative democracy
Constitutional monarchy
Current Leaders
Joseph Biden president
Fumio Kishida prime minister
Economic Classification
Developed
Developed
Economic Blocs Impacting Trade
World trade organization
World trade organization
Gross Domestic Product
23 trillion USD
4.9 trillion USD
Purchasing Power Parity
22,996.08
100.412
Gross Domestic Product Per Capita
69,287.54 USD
39,285.16 USD
Human Development Index
Very high 0.921
0.919
Human Poverty Index
$26,246 for a family of four
Poverty headcount ratio at $5.50 a day
In terms of economic development, both countries have developed economy, thus making them ideal for business. Consumers have high purchasing power which means that they are able to purchase new products. US has a higher GPD compared to Japan, however, this can be attributed to the size and population of U.S. compared to that of Japan. Furthermore, both countries are members of World Trade Organization, which means that their trade operations with other nations are regulated and subject to WTO regulations. The culture in Japan is hugely different then the culture in America. Americans are self-motivated while the Japanese culture embraces more of a group mentality and looks for approval from their superiors before making big decision. Both cultures work long hours and take very little breaks. For the most part Japanese culture is more formal in the work place then in the U.S.
Section Three: Market Consideratio.
Instructor Name Point Value 30Student NameCATEGORY .docxpauline234567
Instructor Name: Point Value: 30
Student Name:
CATEGORY Excellent (12–11 points) Good (10–9 points) Fair (8–7 points) Poor (6–1 points) Did Not Complete (0 points) # of points
Content Quality
40% of total Discussion
grade
Student participated in the
Discussion about the presented
topic with detailed, relevant,
supported initial posts and
responses. Student enhanced
points with examples and
questions that helped further
discussion. Discussion is well
organized, uses scholarly tone,
follows APA style, uses original
writing and proper paraphrasing,
contains very few or no writing
and/or spelling errors, and is fully
consistent with graduate-level
writing style. Discussion contains
multiple, appropriate and
exemplary sources
expected/required for the
assignment.
Student participated in the
Discussion about the presented
topic with detailed, relevant,
supported initial posts and
responses. Discussion is mostly
consistent with graduate level
writing style. Discussion may have
some small or infrequent
organization, scholarly tone, or
APA style issues, and/or may
contain a few writing and spelling
errors, and/or somewhat less than
the expected number of or type of
sources.
Student participated in the
Discussion about the presented
topic with adequate content but
the content lacked either detail,
relevancy, or support. Discussion
is somewhat below graduate level
writing style, with multiple smaller
or a few major problems.
Discussion may be lacking in
organization, scholarly tone, APA
style, and/or contain many writing
and/or spelling errors, or shows
moderate reliance on quoting vs.
original writing and paraphrasing.
Discussion may contain inferior
resources (number or quality).
Content of student's post and
responses was not clear, relevant,
or supported. Discussion is well
below graduate level writing style
expectations for organization,
scholarly tone, APA style, and
writing, or relies excessively on
quoting. Discussion may contain
few or no quality resources.
Student did not submit a post or
response.
CATEGORY Excellent (12–11 points) Good (10–9 points) Fair (8–7 points) Poor (6–1 points) Did Not Complete (0 points) # of points
Engagement
40% of total Discussion
grade
Student participated actively as
evidenced by strong reflective
thought in both the initial post and
in responses to classmates' posts.
Student response participation
exceeded the stated minimum
requirements.
Student participated actively as
evidenced by strong reflective
thought in both the initial post and
in responses to classmates'
posts.Student responses
contributed to classmates'
experience.
Student participated somewhat
actively as evidenced by posts
and responses that were adequate
but lacking strong reflective
thought.
Student did not participate actively
as evidenced by little reflective
thought in i.
InstructionsThere are two high-level types of distribution cha.docxpauline234567
Instructions
There are two high-level types of distribution channels, direct and indirect. In the direct distribution channel, goods are moved directly from the Producer to the Consumer. In the indirect distribution channel, the producer will meet consumer demand through third -party wholesalers and/or retailers. Direct channels produce short supply chains, indirect channels produce long chains.
Research and report on two large producers, Costco and Apple, and describe in detail which distribution approach each company uses -- direct, indirect, or mixed – for at least two products in each company.
Your APA paper should be at least 1,000 words in length.
.
InstructionsNOTE If you have already reviewed this presentation.docxpauline234567
Instructions
NOTE: If you have already reviewed this presentation in a different class please enter class number and instructor’s name in the submission text box below.
____________________________________________________________________
If you have not reviewed this presentation in a previous class, please proceed.
Please review the curated presentations below. These presentations will prepare you for writing deliverables that meet the expectations of this course. We want you to be successful in all your courses so please refer back to this tool often. This presentation is located in the library and the Student Center. To view an presentation, please click on the button below. Be sure to review all five presentations for this week!
Presentation Four: The Research Process & Choosing a Topic
Presentation Five: Types of Sources
Presentation Six: Search Strategies & Techniques
Presentation Seven: Evaluating Information
Presentation Eight: Ready to Shine!
When you have finished reviewing all five presentations, please copy and paste the following statement into the submission box below:
STATEMENT: I HAVE REVIEWED WEEK TWO INFORMATIONAL PRESENTATION. I UNDERSTAND THIS PRESENTATION IS ALSO LOCATED IN THE LIBRARY AND STUDENT CENTER FOR FUTURE REFERENCE.
.
InstructionsRead two of your colleagues’ postings from the Di.docxpauline234567
Instructions:
Read two of your colleagues’ postings from the Discussion question.
Respond with a comment that asks for clarification, provides support for, or contributes additional information to two of your colleagues.
Timia Brown (
She/Her)
In healthcare, whether long-term or acute care, interdisciplinary communication is necessary to provide patient-centered care. The two scenarios provided both effective and ineffective communication.
Scenario 1
Assuming the leader for the interdisciplinary rounds was the case manager, she introduced the nursing student, who was not paying attention. The case manager did not present other team members, so the student was left guessing. The pharmacist and the physical therapist were laughing and talking during the discussion. There was no engagement; the MD was on her phone, and everyone was preoccupied. Each team member individually knew the patient and his shortcomings, yet there was no preparation for the actual engagement with each other. Each team member projected issues onto the next member, using terms such as "somebody" or "someone" needed to do this. There was no responsibility for care. The team spoke unprofessionally to each other, using words like "yep" and "umm." In the end, the case manager assigned responsibility; however, the disciplines accepted the responsibility grudgingly. The team's disrespect for each other was portrayed to the student, who was disengaged throughout the meeting. The patient was not ready to be discharged from the sound of this scenario. The patient's pain was not controlled, nor was his anxiety; no equipment had been ordered for discharge. The patient's safety was not a priority in this meeting, which could lead to readmission or fall risk at home.
In scenario two, the team all appeared happy to be there, with smiling faces and excellent eye contact. The leader engaged the nursing student immediately by having the team introduce themself. The team was much more prepared and engaged. Each member respected the other's role in providing care and a safe, patient-centered discharge. The team took responsibility for what was needed from each of them now and at the time of release. The communication was more two-way communication. They did a recap of what was discussed, and everyone willingly took part in making sure the patient went home safely and confidently.
Effective communication between interdisciplinary teams must be present to provide the care needed for each patient. It starts with respecting each other's role in the patient's care and remembering the patient is the priority. The
Journal of Communication in Healthcare stated the leading cause of all sentinel events from 1995 to 2004 was ineffective communication. (2019, Altabba) Therefore effective communication could decrease the number of incidents, and lead to proper care.
References
Altabbaa G, Kaba A, Beran TN. Moving from structure.
InstructionsRespond to your colleagues. Respond with a comment .docxpauline234567
Instructions:
Respond to your colleagues. Respond with a comment that asks for clarification, supports, or contributes additional information to two or more of your colleagues.
Reynaldo Guerra
As influencers in our society, that bring about social change in healthcare as all those we contact, the type of agent I would align with is a Purposeful Participant. Where "School or work are the primary motivations for involvement in positive social change." (
What kind of social change agent are you? n.d.) are what defines greatly the type of agent I am. Due to my desire to expand my education and grow, I have been allowed to not just see but know that I can contribute to various aspects of healthcare. At the hospital I currently am employed, many principles are introduced to us and help us with making a difference for our patients as all professionals alike by the way we interact and the relationship we create with everyone. Even if driven by these two motivators, they have opened my eyes and expanded my limitations in the change we can bring about.
This eye-opening experience has changed my perspective on how I can make a social change with all those around me. I now feel that a cascade effect comes from my changes as little as it might seem, it gets passed down and impact larger changes in the long run. How I speak with my patients and show the advocate I am for them in addressing their healthcare issues with importance, to the trust and relationship I have created with the primary care providers, goes to show these small social changes can in the end bring a great change for all. This has shown me that social change has a larger purpose in the end and even as small of a change we bring about, if we all come together and do the same, the results would be even more significant than what we perceived as a small change in the beginning. From our professional interactions with one another to our desire to help and better our care with all patients alike, these changes have a great purpose and impact on our future as everyone else.
Apart from that, social change has influenced my education by motivating me to seek ways to make a difference in a community project presented by my university. It has ignited a flame in me, so to speak, and piqued my interest in seeing what my university has to offer in making a social change. Whether this is by being part of projects, joining a committee, or being part of future alumni programs to help others. Also, being able to refine my nursing practice in our community as in the hospital has been a change for me. This, in turn, will be put forth in the interactions and relationships I create with my patients, colleagues, peers, and others I come in contact with, hopefully, bringing a social change in the end. This is what the principles of social change will bring about for me.
References
Walden University. (n.d.).
What kind of social change agent are you? Lin.
Instructions
Procurement Outsourcing (PO) Strategies:
PO strategies at the highest level involve either materials or traditional business processes such as HR, IT, Finance, Accounting, Travel/Entertainment services, Marketing/Print/Advertising, or Customer Relationship Management (CRM). Your task here is to choose a public business organization and report on what direct materials are being outsourced. Direct materials are categorized as strategic (high-impact), bottleneck items (low-profit impact and high-supply risk), leverage items (high-profit items and low-supply risk), or non-critical (low-profit impact and low-supply risk). Describe the outsource process in detail, who provided the outsourced services, and what direct materials were involved.
You are to prepare a PowerPoint presentation, with a minimum of twelve (12) slides, to include inline citations, a cover slide, and a slide of references. Your citations and references should be APA-compliant.
Level of writing: Exemplary
.
InstructionsPart Four of Applied Final Project,Playing with Ge.docxpauline234567
Instructions
Part Four of Applied Final Project,Playing with Gender: Understanding Our Gendered Selves:
"Understanding My Playing-with-Gender Act" (20% of course grade; due end of Week 7) Five (5) pages (1200-1500 words)
All parts of this project should be formatted in APA style (follow for both essay and citation styles):https://libguides.umgc.edu/c.php?g=1003870
Purpose: Act Analysis
In this part of the assignment, you will perform, describe, and analyze your act. After you perform your act, compose a 5-page (1200-1500 words) task specifying your experiences. The first section (one-third to one-half of your paper) should describe your act and your responses to it, and the second section should analyze your act in terms of the scholarship on gender:
Section One (minimum 500 words):
1. Describe your act:
2. What did you do?
3. Where did you do it?
4. How did you prepare for it?
5. What responses did you get while performing your act?
6. How did you feel while performing your act?
7. What would you do differently if you had to perform this same act again? Would you perform the act in the same location and at same time? Would you change your appearance during the act? Would you do anything else differently?
8. Please refer directly to the required reading on Participant Observation (Mack et al., 2005) in this section of the paper (Mack et al., 2005) (
PLEASE see attached for document):
Mack et al. (2005). "Module Two: Participant Observation," from
Qualitative Research Methods: A Data Collector's Field Guide, Family Health International. Read Module 2, pages 13-27. Retrieved from
https://www.fhi360.org/sites/default/files/media/documents/Qualitative%20Research%20Methods%20-%20A%20Data%20Collector's%20Field%20Guide.pdf
Section Two: (minimum 700 words):
(Please see attached for document listing the sources)
Referring directly to at least three academic sources for support (these may be pulled from the sources you identified and discussed in your Annotated Bibliography for Part 3
and/or the readings for this class), consider the potential impact of your act. Here are some questions to consider (you do not have to answer all of these questions; they are provided to help you to think about ways your act may have impact on society):
· Can you explain the range of reactions to your act? Did those reactions reflect any of the sociological scholarship found in the course readings or in your research? Did any of the reactions challenge that research?
· How do you think class, race, age, and sexuality came into play during the conception and performance of the act?
· Was performing this act an act of feminism? Why? and, if so, what type(s) of feminism?
· Was your act an act of activism? That is, could it help to create social change? If so, how?
Please see attached for Project 1, 2 & 3 for information and assistance.
Qualitative
Research
Methods:
A DATA CO L L E.
InstructionsClients come to MFTs because they want to change, .docxpauline234567
Instructions
Clients come to MFTs because they want to change, whether the change is in cognitions, structure, insight, or something else. Therefore, it is important for you to understanding why, when, and how people change. This week, you will continue the exploration of core concepts related to systems theory and its application to MFT field concepts. You will review several concepts associated with change including homeostasis, first-order change, second-order change, continuous change, and discontinuous change.
Complete the provided worksheet template located in this week’s resources. Note: You will use the worksheet you complete this week as part of your work in Week 4.
For each item, be sure to address the following:
· Record a direct quotation that defines the concept or describes the assumption.
· Paraphrase the definition or description by explaining the information in your own words. As you are paraphrasing, keep in mind that concepts often involve several interrelated ideas. When you are paraphrasing, be sure to not oversimplify the concept.
· Provide an original example (not one you read about in the course resources) of the concept or assumption.
· Explain how your example reflects the definition. Refer to your paraphrased definition in order to compare the example to the concept.
Should you have questions or need clarification on any items, please contact your professor to discuss it.
Length: 1-2 pages (completed template). Additional resources/reference page is not required.
Your cheat sheet should demonstrate thoughtful consideration of the ideas and concepts presented in the course by providing new thoughts and insights relating directly to this topic. Be sure to adhere to Northcentral University's Academic Integrity Policy.
Upload your document, and then click the
Submit to Dropbox button.
Building Blocks to Conceptualizing Family: A Family System’s Perspective Valerie Q. Glass, PhD, LMFT
Background of Systemic Thinking
Systemic thinking, for some, means trying on a new and unique lens when considering “presenting problems” that arise in therapeutic settings. Most mental and emotional health backgrounds study individual cognitive and emotional processes, systemic thinking means a shift in looking at one person to looking at a whole system. Keeney (1983) calls this change in professional theory an epistemological shift. Epistemology, most basically, is the way one understands what is in front of them, and the root with which decisions are made. Helping fields all develop from different epistemologies. Psychiatry views medicine and biology as their epistemological construct of how or why people act the way they do. Much of the epistemological focus of social work fields embraces the necessity or connecting to resources and social support as a catalyst for change. Psychology explores the make-up of the individual’s mind and develops steps for change. Family systems, and.
INST560, Internet of Things (IoT)UNIVERSITY OF NORTH AMERICA.docxpauline234567
INST560, Internet of Things (IoT)
UNIVERSITY OF NORTH AMERICA
Lecture 3: Fall 2022
Professor Aliakbar Jalali
[email protected]
1
Internet of Things Enabling Technologies
/59
UoNA-ST560-FALL-2022, Internet of Things (IoT)
Overview
Introduction
Evolution of the Technology
Some significant statistics
IoT Technology
Risks of IoT Technologies
Use Cases of IoT Technology!
What are IoT Enabling Technology
Conclusion
References
2
/59
UoNA-ST560-FALL-2022, Internet of Things (IoT)
Introduction
Because of technological changes taking place in the world, IoT is gradually taking over all the fields, and the future of the IoT applications are increasing day by day.
Technological advances are fueling the growth of IoT.
Technology improved communications and network, new sensors of various kinds; cheaper, denser, more reliable, and power efficient storage both in the cloud and locally are converging to enable new types of IoT based products that were not possible a few years ago.
IoT technology will further develop to make our day-to-day operations much easier and more remotely controlled in the days to come.
3
/59
UoNA-ST560-FALL-2022, Internet of Things (IoT)
Introduction
Businesses need to constantly explore IoT applications within their domain to stay ahead in competitiveness and implementation.
The competition will primarily define in the coming decade as how companies take advantage of innovative technology.
However, it is the dominant technology that determines the future of many businesses attached to the future of the internet of things (IoT).
4
/59
UoNA-ST560-FALL-2022, Internet of Things (IoT)
Introduction
The emerging trends in IoT are majorly driven by technologies like artificial intelligence, blockchain, 5G and edge computing.
We need to know more in detail about the elements that make up broad spectrum of technologies, we know as the Internet of Things.
Technological advances lies in the business value of IoT applications like smart wearables, smart homes and buildings, smart cities, autonomous cars, smart factories, location trackers, wireless sensors and much more.
5
/59
UoNA-ST560-FALL-2022, Internet of Things (IoT)
Introduction: Technology is changing the world!
Technology is changing the world.
It is changing the way we communicate, shop, learn, travel, play and of course the way we work.
http://www.telegraph.co.uk/technology/2017/05/06/internet-things-could-really-change-way-live/
6
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UoNA-ST560-FALL-2022, Internet of Things (IoT)
6
Introduction: Technology is changing the world!
7
Global gigabit subscriptions are expected to jump to 50 million in 2022, more than doubling from 24 million at the end of 2020, according to a new report from analyst firm Omdia.
High Speed Internet!
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UoNA-ST560-FALL-2022, Internet of Things (IoT)
Introduction: Social Media is Changing societies!
8
Are you on social media a lot? When is the last time you checked Twitter, Facebook, or Instagram? Last n.
Insert Prename, Surname of all studentsWinter Term 202223Theo.docxpauline234567
Insert Prename, Surname of all students
Winter Term 2022/23
Theory Factsheet: Insert name of theory
Level of analysis
Insert levels of analysis, e.g., organisation, individual, social
Dependent construct(s)
Please insert the dependent construct(s) of the theory
Independent construct(s)
Please insert the independent construct(s) of the theory
Short description of the theory
Please describe the theory in full sentences.
Cause-Effect Model
Please insert a visual diagram of the cause-effect relationships or factor model of the theory (if available).
Applications of the theory
Please describe for which purposes / in which fields the theory has been applied.
Which relevance does the theory have for digitalization in organizations?
Criticism
Describe alternative views, potential critique, and open discussion on the theory.
References
Insert sources and references used in this factsheet in APA 7th style.
Students will write a 2-3 pages essay analyzing one of the topics addressed during the semester under the section of Contemporary Issues: Human Rights. The student will be free to choose any of the topics discussed during class as well as his/her opinion about it.
1. Choose a topic (death penalty, assisted suicide, abortion, death by euthanasia, bioethics… etc.)
2. First page: description of the problem (is is here Fl, or national or worlwide, statistics, etc)
Second page: YOUR ETHICAL POSITION ABOUT IT (why is this an ethical issue, where your argument os coming from, etc)
3. REFERENCES (could be ppt, movie, article, web, book)
The writing will be evaluated for clarity and proper handling of terms, phrases, and concepts addressed up to this date. APA or MLA style will be required
https://owl.english.purdue.edu/owl/section/2/10/.
Reading listWinter semester 2022/23
Version 24.09.2022
Reading
Package
No.
Theories Papers
Information Systems Foundational Theories
Structuration Theory Orlikowski, W.J. (1992). The Duality of Technology: Rethinking the Concept of Technology in Organizations. Organization Science, 3 (3), 398-
427.
Structuration Theory Orlikowski, W.J. and Robey, D. (1991). Information Technology and the Structuring of Organizations. Information Systems Research, 2 (2),
143-169.
Structuration Theory Walsham, G. and Han, C.K. (1991) Structuration theory and information systems research. Journal of Applied Systems Analysis 17: 77-85.
Institutional Theory Barley, S.R and Tolbert, P.S. (1997). Institutionalization and structuration: studying the links between action and institution. Organization
Studies 18 (1): 93-118.
Institutional Theory Orlikowski, W. J., & Barley, S. R. (2001). Technology and institutions: What can research on information technology and research on
organizations learn from each other? MIS Quarterly, 25(2), 145.
Design Science Hevner, A. R., March, S. T., Park, J., & Ram, S. (2004). Design science in information systems research. MIS Quarterly, 28 (1), 75.
Informative SpeechCourse COM103 Public SpeakingCriteria.docxpauline234567
Informative Speech
Course: COM103 Public Speaking
Criteria Level 4 Level 3 Level 2 Level 1 Criterion Score
Introduction / 10
Material / 8
Transitions / 10
10 points
Introduction
contained a
strong
attention
getter,
introduction of
the topic,
credibility
statement, and
previewed the
speech.
7 points
Introduction
contained 3 of
the following:
a strong
attention
getter,
introduction of
the topic,
credibility
statement, and
previewed the
speech.
4 points
Introduction
contained 2 of
the following:
a strong
attention
getter,
introduction of
the topic,
credibility
statement, and
previewed the
speech.
0 points
Introduction
contained 1 of
the following:
a strong
attention
getter,
introduction of
the topic,
credibility
statement, and
previewed the
speech.
8 points
Material was
clear AND
well organized
5.6 points
Material was
either clear
OR well
organized
3.2 points
NA
0 points
Material was
neither clear
and well
organized
10 points
Transitions
were clear and
used after the
intro, between
each main idea
and before the
conclusion
7 points
Transitions
were clear, but
were not used
in all areas:
after the intro,
between each
main idea and
before the
conclusion
4 points
Transitions
used after the
intro, between
each main idea
and before the
conclusion,
but were not
effective
0 points
Transitions
were not used.
Rubric Assessment - COM103 Public Speaking - National University https://nationalu.brightspace.com/d2l/lms/competencies/rubric/rubrics_a...
1 of 4 12/6/22, 5:38 PM
Criteria Level 4 Level 3 Level 2 Level 1 Criterion Score
Conclusion / 8
Time limit / 8
Preparation
outline
uploaded
/ 8
8 points
The
conclusion
contained a
strong closing
AND the
speaker
signaled the
end of the
speech
5.6 points
The
conclusion
contained a
strong closing
OR the
speaker
signaled the
end of the
speech
3.2 points
The speaker
needs
improvement
signalling the
end of the
speech and a
stronger
closing.
0 points
The
conclusion
neither
contained a
strong closing
and the
speaker did
not signal the
end of the
speech
8 points
The length of
the speech
was between
5 and 6
minutes
5.6 points
NA
3.2 points
The length of
the speech
was shorter
than 5 minutes
or longer than
6 minutes
0 points
NA
8 points
The
preparation
outline was
uploaded with
the speech
5.6 points
The
preparation
outline was
uploaded after
delivering the
speech
3.2 points
The
preparation
outline was
not in a
preparation
outline format
0 points
The
preparation
outline was
not uploaded.
Rubric Assessment - COM103 Public Speaking - National University https://nationalu.brightspace.com/d2l/lms/competencies/rubric/rubrics_a...
2 of 4 12/6/22, 5:38 PM
Criteria Level 4 Level 3 Level 2 Level 1 Criterion Score
Eye Contact / 10
Delivery / 10
Non verbals / 10
Overall
preparation
/ 8
10 points
The speaker
had strong eye
contac.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
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HARLEY-DAVIDSON INTERNATIONALIZATION IN THE TRUMP ERAWe’re p.docx
1. HARLEY-DAVIDSON: INTERNATIONALIZATION IN THE
TRUMP ERA
“We’re proud of you! Made in America: Harley-Davidson,”
President Donald J. Trump praised the motorcycle company’s
executives and union leaders on February 2, 2017. When he left
the meeting at the White House that day, Matthew S. Levatich,
the chief executive officer (CEO) of Harley-Davidson Inc.
(Harley-Davidson), was impressed by the Trump
administration.2 The meeting had occurred less than two weeks
after Trump had released his America First foreign policy,3
which could help or hurt the struggling but iconic company that
had become a symbol of American ideals and U.S.
manufacturing know-how.
“The big opportunity for Harley-Davidson, growth-wise, is in
Asia, and a lot of the work with the TransPacific Partnership
addresses some of the barriers that are in the way of our growth
in Asia,” Levatich had said in a television appearance in April
2016.4 However, many things had changed since then, and in
May 2017, Levatich had to ascertain whether to pursue that big
Asian opportunity.
AMERICA FIRST AND TWEET-BASED POLICY MAKING
According to an official White House statement, the Trump
administration, through the America First foreign policy, was
committed to a foreign policy focused on American interests
and American national security. The President understands how
critical it is to put American workers and businesses first when
it comes to trade. With tough and fair agreements, international
trade can be used to grow our economy, return millions of jobs
to America’s shores, and revitalize our nation’s suffering
2. communities. This strategy starts by withdrawing from the
Trans-Pacific Partnership and making certain that any new trade
deals are in the interests of American workers. President Trump
is committed to renegotiating the North American Free Trade
Agreement (NAFTA).5
In the immediate aftermath of the 2016 U.S. presidential
election, several multinational CEOs had fallen victim to
damaging social-media posts (tweets) from the President of the
United States’ @POTUS Twitter account that had cost their
companies billions of dollars in lost market capitalization (i.e.,
the stock price multiplied by the number of outstanding shares).
Other companies had needed to change their existing plans,
which were seen as being inconsistent with America First. The
Ford Motor Company (Ford), for example, had planned to build
a new assembly plant in Mexico but cancelled this plan on
January 3, 2017, and redirected the investment to Michigan in
response to a tweet from @POTUS.6 This setback among others
contributed to Mark Fields’s departure as CEO of Ford on May
22, 2017. Some experts claimed that he had “bungled Trump.”7
Other companies had similar experiences; for example, tweets
from @POTUS erased, in a matter of hours, billions of dollars
in market capitalization at both Toyota Motor Corporation and
General Motors Company.8
CEOs in other strategic industries, such as aerospace and
defence contracting, also felt the wrath of @POTUS on Twitter.
On December 6, 2016, minutes after the CEO of the Boeing
Company (Boeing) had been “reported to have expressed doubt
about Mr. Trump’s plans on international trade,”9
Presidentelect Trump wasted no time, tweeting, “Boeing is
building a brand new 747 Air Force One for future presidents,
but costs are out of control. Cancel order.” While several
factors may have led to the decline of Boeing on that day, the
damaging tweet erased $1 billion10 from Boeing’s stock market
value and caused a spike in the volume of shares traded.11
3. This pattern of “stock-price-moving tweets” was a factor for
Boeing and also for Lockheed Martin Corporation (Lockheed
Martin), which lost $1.2 billion in market value in the aftermath
of yet another @POTUS tweet on December 22, 2016: “Based
on the tremendous cost and cost overruns of the Lockheed
Martin F-35, I have asked Boeing to price-out a comparable F-
18 Super Hornet.”12
Was this use of social media a new way for the White House to
strategically influence the U.S. business community by
circumventing the mainstream press and trained journalists?
Was it forcing companies to align their business decisions with
government policy, or even to display blind allegiance—a
stance that had been optional in relation to previous
administrations? In recent years, the White House had generally
taken counsel from these CEOs and had taken a laissez-faire
approach rather than actively interfering with business
decisions. However, this laissez-faire approach was becoming
far less typical in early 2017. One thing was certain: the new
approach was adding to the uncertainties associated with policy
making, and it was very potent. CEOs, who were often
compensated based on their companies’ stock performance, and
who seemed at odds with the current administration, saw their
companies’ stock prices plunge in a matter of hours. The
tensions between the White House and the U.S. business
community were building to an unprecedented level.
In this new context of highly unpredictable and volatile
domestic priorities, what should the CEO of a U.S.
multinational do regarding international expansion?
Harley-Davidson, established in Milwaukee, Wisconsin, in
1903, had a long history. Levatich was fairly new to his role,
having been elected president and CEO on May 1, 2015. He had
to consider his options for reversing the trend of a year-long
sales decline, generated mostly in the United States (see Exhibit
4. 1), and a downward-trending stock price caused by the aging of
the company’s main U.S. customers, who were “overwhelmingly
white, male and middle-aged.”13
However, as a well-trained business executive and a Harley-
Davidson veteran since 1994, he probably realized that
international trade, which was often associated incorrectly with
the loss of U.S. jobs to other countries, had been targeted as the
enemy. In the context of the America First policy, international
expansion had clearly become politically incorrect.
On Inauguration Day, two weeks before Levatich’s meeting at
the White House, the U.S. international trade policy
environment had turned away from globalization and its main
trading partners (China, Japan, Mexico, and European
countries), raising concerns around the world. On January 23,
2017, making good on a campaign promise, Trump pulled the
United States out of the Trans-Pacific Partnership (TPP), an
agreement that had been aimed at boosting trade and reducing
thousands of tariffs among 12 nations. U.S. participation in the
TPP would have benefited Harley-Davidson and many other
U.S.-based multinationals in several industries. The TPP had
been signed by President Barack Obama on February 4, 2016,
after five years of negotiations and the use of fast-track
authority. Trump had promised to also renegotiate NAFTA,
based on the assumption that these trade deals were not
sufficiently beneficial to the United States. While many of his
supporters were rejoicing, many CEOs and economists voiced
concerns and distanced themselves from Trump. The tensions
between the White House and the U.S. business community had
reached a new height.
THE GLOBAL CONTEXT AND HARLEY-DAVIDSON’S
INTERNATIONALIZATION
For Levatich and Harley-Davidson, the end of U.S. participation
5. in the TPP negotiations was bad news. The TPP could have
saved Harley-Davidson millions of dollars by reducing, if not
eliminating, high tariff barriers in Malaysia, for example.
According to the International Trade Centre, import tariffs on
HarleyDavidson motorcycles were also high in Thailand, and
they were 100 per cent (that is, they doubled the price) in
India,14 where Harley-Davidson had built plants first in
Gurgaon, in 2009,15 and then in Bawal,16 in an effort to avoid
this type of prohibitive tax. The former chair of the asset
management division of Goldman Sachs Group Inc., Jim
O’Neill, had coined the term BRIC to describe the economies of
Brazil, Russia, India, and China. Harley-Davidson’s major step
into these promising and fast-growing emerging BRIC markets
had been aimed at offsetting lacklustre U.S. sales following the
2008 global financial crisis. In fact, the company’s
internationalization plans included several strategic options,
ranging from direct exports to foreign direct investments such
as building plants overseas or taking at least a 10 per cent
capital stake in a foreign partner.
Almost a century earlier, Harley-Davidson had been the largest
motorcycle maker in the world, distributing motorcycles in 67
countries through 2,000 dealers. However, the majority of its
sales were on U.S. soil, and Harley-Davidson’s prosperity was
dependent on the U.S. economy and its loyal customer base.
During and after World War II, world markets became
increasingly interconnected. To support this important evolution
of the global economy, agreements were formed, such as the
General Agreement on Tariffs and Trade, signed by 23 nations
in 1947; and the World Trade Organization was created in 1995
and grew to include 164 member states in 2017.
In the 1960s and 1970s, Harley-Davidson had suffered greatly
because of both poor product quality and international
competition from Europe and Japan. Product quality became an
issue especially after 1969, when the company’s motorcycles
6. division was purchased by American Machine and Foundry Inc.,
a popular sports equipment manufacturer. The situation
improved only after the Reagan administration imposed a 45 per
cent tariff on imported motorcycles with engines of at least 700
cubic centimetres (cc)—a tariff that was in effect for four years,
between 1983 and 1987. In the 1990s, Harley-Davidson emerged
from its dark period as a strong innovator and a globally
competitive U.S. motorcycle manufacturer. Its innovations
included fuel injection and drive belts (instead of greasy chains)
featured on all models, and a V-Rod engine that was designed in
collaboration with Porsche and featured liquid cooling. These
innovations drove sales and earnings into high gear; the main
focus of the management team was to increase production every
year. Until 2001, with a booming U.S. economy and stock
market, Harley-Davidson was still primarily focused on the U.S.
market. However, managers had become complacent and over
reliant on their domestic market. Their wake-up call came when
the 2007 U.S. market decline was followed by the 2008 global
financial crisis.
In 2011, Harley-Davidson motorcycles were made in the United
States, assembled in India and Manaus, Brazil (since 1999), and
distributed in 86 countries through 1,400 dealers, most of whom
were located outside of the United States and away from the old
riders—the so-called real bikers.
During the period from 2011 to 2015, exchange-rate trends
made it easier for European companies to compete based on
cheaper prices as they entered the U.S. market. The value of the
euro decreased by more than 30 per cent during this period as
the U.S. dollar strengthened, rising from $1.48 per euro on
April 25, 2011, to $1.05, on March 9, 2015.17 This trend
persisted, with an exchange rate of approximately $1.15 per
euro in 2017. Additional challenges and headwinds were
surfacing, and needed to be addressed by Harley-Davidson’s
leader.
7. HARLEY-DAVIDSON: AN AMERICA ICON FACING
SIGNIFICANT HEADWINDS
Leadership
Levatich became the CEO of Harley-Davidson on May 1, 2015.
In more than 20 years at HarleyDavidson, the 53-year-old
Levatich had experienced many changes. He had deep roots in
manufacturing management and had honed his business skills on
the job and through his formal education. His biographical
statement on Harley-Davidson’s website18 described a well-
rounded executive with direct exposure to international trade
and the global economy:
Matt Levatich serves as President and Chief Executive Officer
of Harley-Davidson, Inc. Levatich joined Harley-Davidson in
1994 and held positions of increasing responsibility in the U.S.
and Europe, including President and Chief Operating Officer of
Harley-Davidson Motor Company, Vice President and General
Manager of the Motor Company’s Parts and Accessories
business, Vice President of Materials Management, and
President and Managing Director of MV Agusta.
Prior to joining Harley-Davidson, Levatich held positions in
engineering and in manufacturing management with FMC
Corporation and Albany International Corporation. He holds an
undergraduate degree in mechanical engineering from
Rensselaer Polytechnic Institute. He received his graduate
degree in engineering management and MBA in marketing,
finance and organizational behaviour from Northwestern
University (Class of 1994). In addition to serving on the board
of directors of Harley-Davidson, Inc., Levatich serves on the
board of directors for Emerson, a global manufacturing and
technology company based in St. Louis, and on the executive
advisory board of Northwestern’s Master of Management and
8. Manufacturing Program.
Based on his seasoned business background, Levatich knew that
his performance would be measured according to Harley-
Davidson’s stock price behaviour over time. His 6,400
employees worldwide and shareholders were watching his every
move. He also knew that the Harley-Davidson brand typically
appealed to customers who wanted to feel free and bold and
who wanted to make a (loud) statement. These characteristics
epitomized not only the American spirit and ideals but also deep
human values that were shared by many around the world.19
Stock Price Performance
On December 31, 2014, four months before Levatich became
CEO, Harley-Davidson stock, a typical measure of a CEO’s
performance, was trading at $60.35, adjusted for both dividends
and splits.20 When Levatich celebrated his second anniversary
as CEO on May 1, 2017, Harley-Davidson’s stock price was
trading at $54.75.21 Over the same period, the S&P 500 index,
the benchmark typically used to compare the performance of
any publicly traded company with the overall market, had
increased by 16 per cent, from $2,058.90 to $2,388.33.22
During the first quarter of 2017, investors’ confidence had been
boosted in “anticipation of a pro-growth policy [of] massive tax
cuts, infrastructure spending and deregulation,” in a
phenomenon known as the Trump rally, which was deemed to be
the second-best investment rally since that following John F.
Kennedy’s presidential election.23 However, the rally did not
help reverse the downward trend of HarleyDavidson’s stock
price.
Operational and Strategic Challenges
Since 2014, competition had intensified, sales and net income
were decreasing,24 and customer needs were changing. As he
9. took over as president and CEO, Levatich needed to do
something quickly to address and possibly reverse these
disturbing trends. But what could he do? What strategic option
could he focus on in the complex and uncertain environment
that he and his company were experiencing?
To get Harley-Davidson stock prices rising again, Levatich
would need to think analytically and strategically and to
consider the global business landscape—including strategic
options such as adaptation, standardization, and execution on a
global scale. He was familiar with his company’s outlook and
long-term strategy (2017–2027),25 which had been articulated
around five objectives: (1) build 2 million new Harley-Davidson
riders in the United States; (2) grow Harley-Davidson’s
international business to 50 per cent of its total annual volume;
(3) launch 100 new, high-impact Harley-Davidson motorcycles;
(4) deliver a superior return on invested capital for Harley-
Davidson Motor Company; and (5) grow the business without
growing its environmental impact.
Levatich would need to think through analytical frameworks—
and very quickly. At the same time, he would need to carefully
assess the implications of any international expansion plans.
Could an announcement that Harley-Davidson was building a
new plant overseas in an attempt to avoid high tariffs cost him
his job? If a punishing @POTUS tweet were to be posted after
such an announcement, could the company afford to lose
billions in market value and some of its U.S. customers? Would
HarleyDavidson’s union leaders revolt and call for a massive
strike in the U.S. manufacturing facilities that supplied the
overseas assembly plants?
In addition to being aware of the America First foreign policy,
Levatich also knew that other government policies such as the
anti-pollution program were costing his company millions of
dollars per year. In 2016, Harley-Davidson had agreed “to pay a
10. $12 million civil penalty for selling devices federal regulators
say allowed riders to put too much pollution into the air.”26
Competitors
International27
International competition originating from Japan (Honda,
Kawasaki, Suzuki, and Yamaha) and Europe (BMW and Ducati)
had started to hurt Harley-Davidson in the 1960s, and these
motorcycle makers were continuing to compete for riders. In
March 2016, Mintel Group Ltd., a global market research
company, surveyed 500 18-year-old motorcycle owners on the
brand of motorcycle they would be most likely to purchase next.
In key results, while Harley-Davidson was the top brand those
surveyed would consider buying, the brand came second in a
ranking based on current percentage of ownership (see Exhibit
2). The Mintel report noted:
Where Harley’s cache surrounds relatively expensive cruisers,
the four Japanese manufacturers have built their reputations on
smaller, reasonably priced models, including sports bikes and
also off-road bikes. These brands also produce large cruisers,
often at prices more competitive than those sold by Harley-
Davidson. In a hypothetical match-up in which bikes were
stripped of all identifying brand elements, and judged solely on
their build and price, there is a reasonable likelihood that the
share belonging to the four Japanese brands would be higher;
BMW and Ducati bikes, along with those from Harley, tend to
sell at a premium. Even as it stands, in Mintel’s survey, Honda
already competes with Harley to be the most commonly owned
motorcycle brand.
Domestic
Even with a 53.1 per cent share of the market for motorcycles
11. with engines of at least 601 cc,28 HarleyDavidson was under
increasing pressure in the form of significant price discounts
from Polaris Industries, which sold motorcycles under its Indian
brand. However, Levatich had refused to engage in a price war
and expected more sales, even while his industry was becoming
more competitive and his loyal customer base was shifting.
Customer Shifts
For generations, particularly in Hollywood movies and TV
commercials, the typical Harley-Davidson customer had been a
rebel—the unshaven “bad guy,” outlaw, and irresistible villain.
“While no other motorcycle manufacturer enjoys the instant
name recognition of Harley-Davidson, it’s also true that the
recession hit Harley harder than it did any other motorcycle
brand,” one article noted.29 However, since the 2008 financial
crisis, sales to typical Harley-Davidson customers (e.g., white
males) had been declining. The Interbrand agency, which had
measured brand value or equity for more than 20 years and
attributed values to brands based on financial statements,
associated market dynamics, and forecasted future earnings,
reported the following disturbing statistic in 2009: “According
to Interbrand, Harley-Davidson experienced the biggest drop in
value. The ‘legend’s’ value dropped by 43 per cent to $4.34
billion, which is most likely connected to the 66 per cent drop
in the company profits in two quarters of the last year.”30
Since 2009, Harley-Davidson had been forced to shift toward a
new (younger) generation of riders, since the “real riders” who
made up the company’s traditional customer base (i.e., white
males, 45 years old or older) were aging and declining in
numbers. That shift had happened over decades. In 1987, the
median age of Harley-Davidson customers was 35, and had risen
to 47 by 2007. A full 60 per cent of the company’s customers
were baby boomers born between 1946 and 1964.31 In 2015, the
number of U.S. baby boomers was 74.9 million, down from its
12. 1999 peak of 78.8 million; this generation was expected to
number 16.6 million by 2050.32 Harley-Davidson had been
trying to build a more diversified customer base in the United
States by attracting more women, African American, and
Hispanic customers. As such, it had started to court women as
riders through garage parties, a marketing effort that was
showing some positive results.33
However, millennials tended to prefer experiences rather than
possessions such as motorcycles. They sought differentiation
and customization, associated the Harley-Davidson brand with
their grandparents, and could not afford luxurious
motorcycles.34 Based on this information, Harley-Davidson
changed its product mix, selling 6.4 per cent fewer Touring
motorcycles, which emphasized comfort and load capacity, and
instead selling 4.7 per cent more Cruiser motorcycles, which
emphasized styling and customization. It maintained the
existing percentage of Sportsters, which emphasized
performance; worldwide retail sales for this product declined by
1.6 per cent between 2015 and 2016.35
In 2016, 62 per cent of Harley-Davidson’s retail sales were
generated in the United States compared with 38 per cent in
international markets,36 an increase of 22 per cent over the
previous decade.37 This trend was clearly confirmed between
2006 and 2016 in terms of domestic motorcycle shipments
decreasing from 273,212 to 170,688, whereas international
motorcycle shipments increased from 75,984 to 95,694 for the
same period (see Exhibit 3).
Harley-Davidson motorcycles and related products exported
from plants in Pennsylvania, Missouri, and Wisconsin were
distributed in 97 countries. While international retail sales of
new Harley-Davidson motorcycles in 2016 increased by 2.3 per
cent over 2015, this increase was offset by a 3.9 per cent
decrease in U.S. retail sales in 2016 as compared to 2015.38 In
13. the U.S. and international markets combined, Harley-
Davidson’s retail sales were down 1.6 per cent (see Exhibit 4).
The new U.S. president was pushing an America First foreign
policy agenda, and the company was experiencing lacklustre
quarterly results, including decreases in revenue (down 14.28
per cent), net income (down 25.58 per cent), and earnings per
share (down 22.08 per cent) compared with the same period in
2016. Harley-Davidson’s CEO needed to address a pressing
dilemma: to expand internationally or not. It was decision time.
ENDNOTES 1
This case has been written on the basis of published sources
only. Consequently, the interpretation and perspectives
presented in this case are not necessarily those of Harley
Davidson or any of its employees.
2 Brian Sozzi, “Harley-Davidson CEO: This Is How the Trump
Administration Impressed Me,” The Street, February 11, 2017,
accessed August 26, 2017,
https://www.thestreet.com/story/13994793/1/harley-
davidson-ceo-how-the-trump-administrationimpressed-me.html.
3 United States Government, “America First—A Budget
Blueprint to Make America Great Again,” The White House,
November 2017, 3, accessed April 17, 2018,
https://www.whitehouse.gov/wp-
content/uploads/2017/11/2018_blueprint.pdf.
4 Neil Gough, “Even Harley-Davidson Can’t Resist the Tug of
Overseas Factories,” New York Times, May 23, 2017, accessed
August 26, 2017,
https://www.nytimes.com/2017/05/23/business/harley-
davidson-thailand-factorymanufacturing.html.
5 Glenn P. Hastedt, ed., Readings in American Foreign Policy:
14. Problems and Responses (Lanham, MD: Rowman & Littlefield,
2015), 5.
6 Greg Gardner and Todd Spangler, “Trump on Twitter Is
Upending the World of CEOs,” Detroit Free Press, January 3,
2017, accessed August 26, 2017,
www.freep.com/story/money/cars/ford/2017/01/03/trump-ford-
700m-investment-mexicoeclipses/96118614/.
7 Ryan Felton, “Why Mark Fields Was Fired,” Jalopnik, May
22, 2017, accessed August 26, 2017,
http://jalopnik.com/whymark-fields-was-fired-
1795431562.
8 David Bixenspan, “Toyota Stock Drops Immediately after
Trump Tweet about Mexican Factory,” Mediaite, January 5,
2017, accessed August 26, 2017,
https://www.mediaite.com/online/toyota-stock-drops-
immediately-after-trump-tweet-aboutmexican-factory/; Philip
Rucker and Danielle Paquette, “How a Week of Trump Tweets
Stoked Anxiety, Moved Markets, and Altered Plans,”
Washington Post, January 7, 2017, accessed August 26, 2017,
https://www.washingtonpost.com/graphics/po litics/week-of-
trump-tweets/.
9 Rachel Revesz, “Donald Trump Wipes Off $1bn from
Boeing’s Market Value with Single Tweet,” Independent,
December 6, 2016, accessed August 26, 2017,
www.independent.co.uk/news/business/donald-trump-
targets-boeing-shares-fall-twitterair-force-one-planes-dennis-
muilenburg-a7458946.html.
10 All currency amounts are in U.S. dollars unless otherwise
indicated. 11 “The Boeing Company (BA),” Yahoo! Finance,
accessed October 8, 2017,
https://finance.yahoo.com/quote/BA/history?p=BA.
15. 12 Christine Wang, “Lockheed Martin Shares Take Another
Tumble after Trump Tweet,” CNBC, December 22, 2016,
accessed August 26, 2017,
https://www.cnbc.com/2016/12/22/lockheed-martin-
shares-take-another-tumble-after-trump-tweet.html.
13 James B. Kelleher, “Analysis: As Boomers Age Harley Hunts
for Younger Riders,” Reuters, June 21, 2013, accessed August
26, 2017,
www.reuters.com/article/us-harleydavidson-boomers-
analysis/analysis-as-boomers-age-harley-hunts-foryounger-
riders-idUSBRE95K0GU20130621.
14 David Yanofsky, “A 100% Tariff on a Harley? True,” Quartz
India, March 1, 2017, accessed August 26, 2017,
https://qz.com/921722/the-country-trump-mentioned-
with-a-100-tariff-on-harley-davidson-motorcycles-india/.
15 Harley-Davidson Inc. (India) homepage, accessed August 26,
2017, www.harley-
davidson.com/content/HarleyDavidson/en_IN/home.html. 16
“Company Locations,” Harley-Davidson Motorcycles, accessed
April 17, 2018,
https://www.harleydavidson.com/in/en/careers/locations.html.
17 “Euro Dollar Exchange Rate Historical Chart,” Macro
Trends, accessed December 18, 2017,
www.macrotrends.net/2548/e uro-dollar-exchange-rate-
historical-chart.
18 “Company Leadership,” Harley-Davidson Motorcycles,
accessed September 4, 2017,
http://investor.harleydavidson.com/management/matt-
levatich.
19 Ibid.
20 Yahoo.com, Historical Price, accessed October 9, 2017,
https://finance.yahoo.com/quote/HOG/history?p=HOG.
16. 21 “Harley Davidson, Inc. (HOG),” Yahoo! Finance, accessed
September 4, 2017,
https://ca.finance.yahoo.com/quote/hog?ltr=1.
22 “S&P 500 (^GSPC),” Yahoo! Finance, accessed March 3,
2018, https://finance.yahoo.com/quote/%5EGSPC/history?perio
d1=1420002000&period2=1493611200&interval=1d&filter=hist
ory&frequency=1d.
23 Matt Egan, “Trump Rally Is 2nd Best since JFK,” CNN
Money, April 28, 2017, accessed September 4, 2017,
http://money.cnn.com/2017/04/28/investing/trump-
rally-wall-street-100-days/index.html.
24 Harley-Davidson Inc., Annual Report on Form 10-K for the
Year Ended December 31, 2016, 2017, 22, accessed October 8,
2017,
www.annualreports.com/HostedData/AnnualReports/PDF/NYSE
_HOG_2016.pdf.
25 Harley-Davidson, Inc., “Harley-Davidson Releases First
Quarter 2017 Results,” April 18, 2017, accessed December 19,
2017,
http://investor.harley-davidson.com/news-
releases/news-release-details/harley-davidson-releases-first-
quarter-2017-results.
26 Doug Ware, “Harley-Davidson Agrees to $12M Penalty over
EPA Claims on Tuner’s Pollution Potential,” UPI Business
News, August 18, 2017, accessed October 8, 2017,
https://www.upi.com/Business_News/2016/08/18/Harley-
Davidsonagrees-to-12M-penalty-over-EPA-claims-on-tuners-
pollution-potential/7771471561824/.
17. 27 Mintel Group Limited, US Motorcycles Market Report, May
2016, accessed October 9, 2017,
http://store.mintel.com/usmotorcycles-market-report.
28 Rich Duprey, “Harley-Davidson’s Earnings Report Is Even
Worse Than You Might Think,” The Motley Fool, October 25,
2017, accessed November 17, 2017,
https://www.fool.com/investing/2017/10/25/harley-
davidsons-earnings-report-is-evenworse-tha.aspx.
29 Steve Penhollow, “Harley-Davidson and the Quest for
Female Customers: Harley-Davidson’s Wild Ride,” n.d.,
Britton, accessed October 8, 2017,
www.brittonmdg.com/the-britton-blog/Harley-
Davidson-targeting-women-and-young-customers-in-marketing.
30 Dmitry Sudakov, “Harley-Davidson, Toyota and Porsche
Brands Lose Value,” Pravda, September 23, 2009, accessed
October 8, 2017,
www.pravdareport.com/business/companies/23-09-
2009/109454-harley_davidson-0/.
31 Richard L. Nola and Suresh Kotha, Harley-Davidson:
Preparing for the Next Century (Boston, MA: Harvard Business
Publishing, 2007). Available from Ivey Publishing, product no.
906410.
32 Richard Fry, “Millennials Overtake Baby Boomers as
America’s Largest Generation,” Pew Research Center, April 25,
2016, accessed November 17, 2017,
www.pewresearch.org/fact-tank/2016/04/25/millennials-
overtake-baby-boomers/.
33 Moto USA, “H-D & Jillian Michaels Encourage Women to
Ride,” Moto USA, March 5, 2010, accessed March 3, 2018,
www.motorcycle-usa.com/2010/03/article/h-dHarley-
18. Davidson-jillian-michaels-encourage-women-to-ride/.
34 Penhollow, op. cit.
35 “Motorcycle Shipments,” Harley-Davidson Motorcycles,
accessed November 17, 2017,
http://investor.harleydavidson.com/our-
company/motorcycle-shipments.
36 PRNewswire.com, “Harley-Davidson Reports Fourth
Quarter, Full-Year 2016 Results” Harley-Davidson Motorcycles,
January 31, 2017, accessed April 17, 2018,
https://www.prnewswire.com/news-releases/harley-
davidson-reports-fourthquarter-full-year-2016-results-
300399165.html.
37 Sean McLain and Andrew Tangel, “Harley-Davidson Is
Doing Pretty Well Overseas; About 40% of the Company’s
Motorcycles Sold Last Year Went to Customers Outside the
U.S.,” Wall Street Journal, March 1, 2017, accessed December
19, 2017,
https://www.wsj.com/articles/trump-puts-spotlight-on-
harley-davidsons-overseas-sales-challenges-1488372741.
38 PRNewswire.com, op. cit.
Assignment - The New Leader
Robbins & Alvy (2014) discussed the role in three terms:
Leader as Learner, Leader as
Manager and Leader as Shaper of school/work Culture. It is
important that you understand and
are able to identify each of these, both independently and
interdependently.
19. Instructions:
1. Read the background section of The New Principal found on
page 232 of Gorton &
Alston (2012).
2. Review each of the in-basket items 1- 19.
3. Write a short paper (3-5 pages) discussing whether each in-
basket item reflects Dr.
Brown as: Leader as Learner, Leader as Manager, Leader as
Shaper of School
Culture, or some combination of the three. Provide a rationale
for each of your
answers. Support your answers with evidence from the course
reading or other
scholarly sources. Be sure to cite and reference your sources in
APA format. The
links below can provide you with guidance and examples on
using APA format.
4. As you draft your responses, consider how these in-basket
items might look within
your desired leadership role (principal).
https://owl.purdue.edu/owl/research_and_citation/apa_style/apa
_style_introduction.html
https://writing.wisc.edu/Handbook/DocAPA.html
https://owl.purdue.edu/owl/research_and_citation/apa_style/apa
_style_introduction.html
https://owl.purdue.edu/owl/research_and_citation/apa_style/apa
_style_introduction.html
https://writing.wisc.edu/Handbook/DocAPA.html
https://writing.wisc.edu/Handbook/DocAPA.html
20. 3 THE NEW PRINCIPAL (IN-BASKET ACTIVITIES)
Background
You are Dr. Brown. You were approved by the school board on
August 11 to succeed Mr.
Sanders as principal of Kennedy School. Due to a death in your
family, however, you were
unable to report to Kennedy School until the weekend of August
22–23. You have arrived at the
school on Saturday morning to look at your mail and start
organizing things.
Specific information about the context of this situation,
including a description of the school, the
district, and the community, has not been provided in order that
these details might be varied,
depending on the composition of the class or group and the
objectives of the instructor.
Information of this nature may be provided by the instructor, to
the extent needed and at an
appropriate time.
Instructions
You will be given 90 minutes to read and take action on all the
in-basket items presented
following the instructions. You are not expected merely to
describe what you would do, but to do
it. For example, if you decide to write a letter, then compose the
letter. If you decide to telephone
a person or see someone for a conference, then outline your
objectives, as well as the main
points or questions that you would present. (Utilize relevant
21. concepts from Part I of the text in
your responses.)
Each in-basket item requires a separate action that you should
present on another sheet of
paper, adding the identification number in the upper-left-hand
corner of the in-basket item.
Although the in-basket items are numbered, you may deal with
them in whatever sequence you
prefer; however, you should indicate on your response sheet the
priority number that you have
assigned to each item: 1 for high priority, 2 for moderate
priority, and 3 for low priority.
Proceed to address the in-basket items.
IN-BASKET ITEM #1
August 19
Dear Dr. Brown:
I am writing you to request a meeting to establish a Parent
Council for the school. I was a
member of the PTA that folded a couple of years ago because of
a lack of leadership from the
principal. What we need now is a new parent group with more
responsibility and more
enlightened leadership from the principal than we have received
in the past. As someone with
an advanced degree, I am sure you support parent involvement
in education.
I look forward to working with you.
22. Sincerely,
Peggy Kim
Parent
Page 233
IN-BASKET ITEM #2
Telephone Message
FOR: Dr. Brown
FROM: Tom Roberts (State Journal)
TIME: 9:30 a.m., August 14
Please call back. The newspaper would like to do a feature on
you as the new principal, and I
need to set up a time for interviewing you and some of the
teachers and students.
IN-BASKET ITEM #3
Dr. Brown,
I hope that things are going to be better this year on the first
day of school than they were last
year. Last year I had to begin classes without enough textbooks,
and some important supplies,
like chalk, didn’t arrive until Friday of the first week. I know
you are new and you have a lot on
23. your mind, but teachers think it is important that classes run
smoothly on the first day of school.
With your help, I hope we can get off to a better beginning.
Pattie Quinn
IN-BASKET ITEM #4
Dear Dr. Brown:
First of all, welcome to Kennedy School. From all I have heard,
you should bring some much
needed leadership to the school.
The reason I am writing you (I tried to get in to see you but
your secretary said you weren’t
seeing anyone for a while) is that I would like you to emphasize
at the first meeting with the
teachers the importance of consistently enforcing the discipline
rules, especially the rules on
students being on time to class with appropriate materials to
work with (you know, like pencils
and paper—that kind of stuff) and the gum-chewing rule. The
last two years things have been
deteriorating, and last spring was a mess—too much teacher
inconsistency. I don’t like to
complain about my colleagues, but something has got to be done
before the kids take over the
school. What this school needs is a real crackdown. I have heard
that you’re the type that is
prepared to “bite the bullet,” and in my judgment that time has
definitely arrived.
Sincerely,
Bill Stone
24. Page 234
IN-BASKET ITEM #5
August 17
Dear Dr. Brown:
The purpose of this letter is to request your approval to conduct
a study on the impact of new
leadership at the school site level. The study would employ
ethnographic methods—essentially,
shadowing and interviews—of your first six months on the job.
I am trying to ascertain the kind
of impact a new principal can have on a school. Having a
doctorate yourself, you value
research, I am sure, and can appreciate the need for someone
like myself—a doctoral
student—to complete my dissertation.
Thank you in advance for your interest and cooperation. I look
forward to hearing from you.
Sincerely,
Bob Turtle
Doctoral Student
IN-BASKET ITEM #6
July 17
25. MEMO
TO: Principals
FROM: Assistant Superintendent
All principals should remind teachers at the first faculty
meeting before school begins this year
that all teachers will be evaluated, using the new Teacher
Accountability Evaluation form that
the school board approved last year. Also, principals should
emphasize at this first meeting that
teachers need to be more careful in using their sick leave days,
as there were apparent abuses
last year.
IN-BASKET ITEM #7
Dear Dr. Brown:
I would like to have a confidential conference with you to
discuss an urgent matter in regard to
another staff member. I have been reluctant to say anything
until now, but I feel this is
something you would want to know. I must, however, have your
written commitment that you will
keep all of this strictly confidential, including the fact that I
would be telling you this. I really don’t
want to be involved or implicated in any way.
Hazel Smith
IN-BASKET ITEM #8
26. August 20
Dear Dr. Brown:
You don’t know me, but I have been a substitute teacher in this
school from time to time for the
last several years. I don’t like to complain because I am really
not that kind of person, and,
besides, I really like the school. But I feel there are a few things
that you should know about,
and maybe some improvements will result. They didn’t with Mr.
Sanders, but I have heard that
you are a real “take-charge” person, and certainly there are
some things about this school that
need to be improved. I don’t think this is the time and place to
go into all of the various
problems, but there is one thing that I would hope could be
changed immediately, and that is the
lack of lesson plans that substitute teachers encounter when
they come to school. Rarely have I
found (and I am not alone in this regard) an up-to-date lesson
plan from a teacher who is absent
for that day. And frequently I can’t find any lesson plan at all.
A substitute teacher’s job is tough
enough, but without a decent lesson plan, it is terrible.
Page 235
As a parent with children in this district, I certainly have to
wonder about the quality of planning
by teachers, and since Mr. Sanders didn’t take any action, one
also wonders whether
administrators really care or are willing to take a tough stand
with teachers. I hope that with new
leadership at the school something can be done about this
deplorable situation.
27. Sincerely,
(Mrs.) Ruth White
IN-BASKET ITEM #9
Dear Dr. Brown:
We may have to shut off the water for a short time during the
first week of school to repair the
main boiler. I know this is a bad time to be shutting off the
water, and we hope it won’t be
necessary. Sam and I are trying to get the thing fixed ourselves,
but we have to call upstate to
see if we can get it done. They can’t get here until the week
after the Labor Day weekend and
even that is uncertain. I am trying to get them to come at night.
I’ll get back to you if anything
changes.
Al
Head Custodian
IN-BASKET ITEM #10
Dear Dr. Brown:
I hope this year is going to be different. At least with a new
principal there is hope. I live near the
school, and for several years now, I have had trouble with
students vandalizing my flowers. I
have complained to the principal before, but Mr. Sanders only
28. said he “would look into it,” but
nothing was ever done. I hope this year SOMETHING will be
done. Maybe you could say
something to the students at the first assembly program or
maybe over the PA system. I know
something has got to be done this year, or I am going to the
school board. It’s not right. I am a
taxpayer who pays for these schools, and I don’t even have any
kids. I want something done!
Alice Snap
IN-BASKET ITEM #11
August 1
MEMO
TO: All Principals
FROM: The Superintendent
Please clear your calendars for Monday afternoon of the second
week of school for a meeting in
my conference room to discuss how we can improve student
achievement test scores for each
of your schools. Bring your ideas!
Page 236
IN-BASKET ITEM #12
July 20
29. Dear Mr. Sanders:
I am president of the Council on Children’s Problems, and we
would like to present an assembly
program to your students this fall on child abuse. As you know,
child abuse is a very pervasive
problem, and all of us must do everything that we can to prevent
this kind of problem from
happening to any child, regardless of age and regardless of who
the abuser is. Our assembly
program is very stimulating with many activities and
experiences available.
I look forward to hearing from you as to when it would be
possible to present our program.
Sincerely,
Ted Allen, President
Council on Children’s Problems
IN-BASKET ITEM #13
Dr. Brown:
You might want to give some thought to what you are going to
do with the teachers during the
preschool in-service day. Mr. Sanders sort of “played it by ear,”
but maybe you have something
specific in mind. I know the faculty will be interested in hearing
your views at the first meeting.
(Also, do you want to send any message to parents?)
30. Peg Albright
[principal’s secretary]
IN-BASKET ITEM #14
Mr. Sanders:
I will need to leave school a little early each Monday this fall
(10 minutes after dismissal) to get
to my university class. I know you will understand since you are
working on your advanced
degree too. Plus, I always stay late on other nights anyway, and
other teachers have left early in
the past.
Mary Eager
Teacher
IN-BASKET ITEM #15
August 17
Dear Dr. Brown:
We tried to get an appointment to see you, but your secretary
said you were going to be too
busy to see people until you got your feet on the ground.
Anyway, we would like to use this letter to formally recommend
that you eliminate hall passes for
this coming school year. Hall passes are demeaning to students
and reflect a lack of trust on the
part of the faculty and administration toward students.
31. Page 237
We recognize that there are a few students who can’t be trusted,
and they probably do need hall
passes. But why should the rest of us be penalized for the few?
We have been told that you graduated with a doctor’s degree
from one of the leading
universities. We would hope that you would bring a more
enlightened view of students to this
school. Let’s all start out fresh this year by trusting one
another. Are you willing to take the first
step? We have!
Sincerely,
Jack Staker
Camilla Black
Bill Elliot
Student Council Representatives
IN-BASKET ITEM #16
Dr. Brown:
I hope that you can do something this coming year about the
litter in the hallways and in the
cafeteria during lunch. Maybe you could say something to the
teachers during your first meeting
with them. The last few years, things have really gotten out of
hand. We need to crack down and
32. take responsibility for ourselves.
Sam Clean
Custodian
IN-BASKET ITEM #17
July 15
Dear Mr. Sanders:
Jim and Alice won’t be in school for the opening day because
our family will not be returning to
town from our cottage until September 5. I am sure you will
understand.
Sincerely,
(Mrs.) Patricia Rosehips
IN-BASKET ITEM #18
August 18
Dear Dr. Brown:
I am writing this letter to request permission for my children to
be absent from school next March
15 to April 15 in order to be with me while I am attending an
international law conference in
Durban, South Africa.
I am sure you recognize the cultural and educational benefits of
33. such a trip. In addition, since I
am a single parent and there is no one with whom I could leave
my children, there is a practical
aspect of my request. Furthermore, the trip will provide a nice
change of pace for them, since
they tend to get easily bored around that time of the year.
Sincerely,
Thomas Steele
Attorney at Law
Page 238
IN-BASKET ITEM #19
August 12
MEMO
TO: Dr. Brown
FROM: Tim Parker, Assistant Principal
Just a short note to congratulate you on being chosen as new
principal of our school. As you
can probably imagine, I would have been happier if the school
board had chosen me, but I
guess those are the breaks. After twelve years as assistant
principal, they must figure that’s all
I’m good for. Anyway, good luck.
REFERENCE
34. Gorton, R. (2022). School Leadership and Administration:
Important Concepts, Case
Studies, and Simulations (11th ed.). McGraw-Hill Higher
Education (US).
https://bookshelf.vitalsource.com/books/9781266172724
https://bookshelf.vitalsource.com/books/9781266172724