From an Australian perceptive, how would you brief your staff who is going to be negotiating with Japan, Thailand and Singapore, what would you put into an information session for your staff regarding the information needed to know about how to negotiate with someone from Japan, Thailand and Singapore? Taking into consideration their culture and custom.

Perform a SWOT analysis for Uber. You can do the SWOT analysis in these steps:

a. What are the internal Strengths of Uber? (think here of competitive advantage and core competencies)

b. What are the internal Weaknesses of Uber?

c. What external opportunities are available to Uber?

d. What external threats does Uber face?

e. Create one strategy for Uber that fit its business model. A strategy in SWOT is a specific action for the business to take. It comes from combining one or more internal factors with one or more external factors.

f. How does Uber develop and implement a business strategy to deal with the Porters five competitive forces?

When the whole COVID-19 pandemic is over, who will emerge better off? Who will have lost? Some struggle, but some thrive during this crisis. You can find relevant articlesregarding business opportunities and threats arising from COVID-19 crisis, and share with the class.  Please be sure to add your own insights and comments and draw clear links to the course content.

1. A research study was conducted to examine the clinical efficacy of a new antidepressant. Depressed patients were randomly assigned to one of three groups: a placebo group, a group that received a moderate dose of the drug, and a group that received a high dose of the drug. After four weeks of treatment, the patients completed the Beck Depression Inventory. The higher the score, the more depressed the patient. The data are presented below. Use the Microsoft Excel "Anova Single-Factor" Data Analysis tool to conduct a 1-way ANOVA test for the data in the following table:

1. What is your computed answer?
2. What would be the null hypothesis in this study?
3. What would be the alternate hypothesis?
4. What level of significance did you choose and why?
5. What is your F_crit?
6. Is there a significant difference between the groups?
7. If there is a significant difference, where specifically are the differences?
8. Interpret your answer in the context of the problem statement.

Although an insurance adjuster is highly skilled and experienced she sometimes lacks confidence in her abilities, particularly on new assignments. She seems to believe that any new accomplishments are due more to luck than her own expertise. Moreover, her work involves interacting with clients who are sometimes aggressive or hostile. This is a stressful situation to most insurance adjusters, including this employee.

Use path-goal theory to identify and describe the best leadership style or styles that this employee's immediate supervisor should use to improve her effectiveness as an insurance adjuster. Explain why this/these style(s) is/are appropriate in this situation.

1. What are the job expectancy rights? Explain.

2. What are DISCIPLINARY POLICIES AND PROCEDURES? Explain.

3. What is discipline from the perspective of HR? Explain.

4. What do organizations do when INVESTIGATING DISCIPLINARY PROBLEM? Explain.

5. What are some grounds for dismissal? Explain.

6. When is dismissing employees used? Explain.

7. What are some Alternative Dispute Resolution Procedures? Explain.

8. What are ORGANIZATIONAL ETHICS IN EMPLOYEE RELATIONS? Explain.

short answer questions

a) The test statistic is:

b) rejection region

c) p-value (between what?)

d) test decision

e) conclusion

3. Neuroscience researchers examined the impact of environment on rat development. Rats were randomly assigned to be raised in one of the four following test conditions: Impoverished (wire mesh cage - housed alone), standard (cage with other rats), enriched (cage with other rats and toys), super enriched (cage with rats and toys changes on a periodic basis). After two months, the rats were tested on a variety of learning measures (including the number of trials to learn a maze to a three perfect trial criteria), and several neurological measure (overall cortical weight, degree of dendritic branching, etc.). The data for the maze task is below. Use the Microsoft Excel "Anova Single-Factor" Data Analysis tool to conduct a 1-way ANOVA test for the data in the following table:

1. What is your computed answer?
2. What would be the null hypothesis in this study?
3. What would be the alternate hypothesis?
4. What is your F_crit?
5. Are there any significant differences between the four testing conditions?
6. Interpret your answer in the context of the problem statement.

From an Australian perceptive, how would you brief your staff who is going to be communicating with Japan, Thailand and Singapore, what would you put into an information session for your staff regarding the information needed to know about how to communicate with someone from Japan, Thailand and Singapore? Taking into consideration their culture and custom.

It has been said that the importance of the sales force varies at different stages in the communication hierarchies. Discuss this idea, providing examples to support your position. in 250 -350 words please

We can use the generic strategies to combat four of Porter's Five Competitive Forces. The four are rivalry, threat, of substitutes, buyer power, and entry barriers. Can you explain the connection between business level strategies and these forces?

Devos Inc. is building a hotel. It will have 4 kinds of rooms: suites where customers can smoke, suites that are non-smoking, budget rooms where the customers can smoke, and budget rooms that are non-smoking. When we build the hotel, we need to plan for how many rooms of each type we should have. The following are requirements for the hotel:

1. We want to figure out how many rooms of each type to build based on maximizing revenue if we fill up the hotel. We expect to charge $190 for a suite that is non-smoking and $140 for a budget room that is non-smoking. Smoking room customers for both suites and budget rooms will have to pay an additional $20 per night.
2. We can spend up to $7,500,000 on construction of our hotel. The cost to build a non-smoking budget room is $12,000. The cost to build a non-smoking suite is $15,000. It is $3,000 additional for a smoking room of either type for smoke detectors and sprinklers.
3. We require that the number of budget rooms be at least 1.5 times the number of suites, but no more than 3 the number of suites.
4. There needs to be at least 80 suites, but no more than 200.
5. Industry trends recommend that smoking rooms should be less than 50% of the non-smoking room and in addition, we require our builder gives us at least 4 smoking rooms.

• Discuss the decision making steps that management must take when deciding to sell or process further.

Lisa bodell;

What holds us back from better embracing change might not be what you think.and I think its two things: the first thing is mindset. And what we always find with leaders is we can’ tell them that they’re the ones that are holding us back from change, we have to show them. And the reason why I think mindset is what holds us back is we don’t realize how much we resist change on a regular basis.in fact one of things I talk about a lot with people is that I don’t think we’re grooming leaders right now; I think that we are grooming professional skeptics. A lot of people are becoming risk averse because so much is on the line. They are skeptical because the unknown is obviously more frightening than the known. And you can ask people, wen you give them new ideas, what they think about that idea. And most times, nine times out of ten, people’s reaction will be able to tell you what they don’t like about the idea first before they can tell you what they like. So shifting the mindset to seeing possibilities, what could happen versus whats wrong with something, keeps an idea alive. And thats very important in terms of getting people in the mindset for change. Don’t shut something down before you give it a fair chance. The second thing that I think holds us back is our assumptions. And I talk a lot about this in my book kill the company is that we have a lot of assumptions. Around how things should work, have always worked, need to work, we’ve already tried things that way and I think one of the problem is our assumptions hold us back from actually attacking problems. And what I mean by this is often we look at problem as very big, very large, and thats because we have a lot of assumptions about the problem. And we teach people how to break down a problem into truths or many assumptions and attacks those individual assumption and turn them on their head.if you can actually take our assumptions and change then you can start to see again more possibilities for change. We Did a case study with several companies but one primarily down in Wall Street. And what was interesting about it is we worked together to come up with a new ways to instill change in an organization. Most companies when they her about a change program now they just want to hear to turn off. Everyone has change fatigue. And the reason for that is most change initiatives simply don’t work. And we wanted to go about in a new way.so we tested all kinds of things from tools that were amazing to techniques that were horrible and failed, but what came out of the research that we did with several companies over any years, but one intently over eight weeks was this: change cannot be put on people. The best way to instill change is to do it with them.create it with them. The second thing is that change of course has to be supported from the top down. It must be supported from the top down. But where change happens is from the middle out.so the people that are sitting in what you do every day, which is meetings and emails, the people that are doing those things every day, more than they’d like, those are the ones that are going to be creating the change; they’re the ones that have to be in power to do it. The third thing is that I don’t think it should be a 12-step program. People are beyond tired of 12-step programs. They need a toolkit; an on-demand toolkit of tools that they can use when they’re stressed out, when something happens suddenly, when they just don’t know what else to do.the final thing is change can’t be complex. We have to work on simplifying, so from my perspective

And at my company if theres a tool that we have that take us more than an hour to teach you, we should be fired. We should only give you simple tools that every layer of the organization can use and get on the same page with change.

Question: In the article above, Lisa Bodell addresses resisting change. What insights have you gained from her presentation?