Bernice Ledbetter, a faculty member at Pepperdine University, says "The outcome of the trial sends a message that women simply have to accommodate such disappointing cultures.” She also said, “ you'd better work hard and make sure everyone around you knows the quality of your work and make sure that quality is unquestionable.” Do you agree with her point of view? Defend your response.

What steps should Kliener Perkins take to make its culture more attractive to talented women and minorities? Explain your answer.

Case 1: Rita, a female employee at the Federal Land Management Office in Jackson, MS. She filed a complaint against her male supervisor for creating a hostile work environment. The charges against the supervisor were based upon four separate sexually offensive incidents that occurred over a three-year period. Three of these incidents directly involved the complaining party; the fourth involved a comment made about a female visitor who came to the office. Specifically, the charges involve another female employee overhearing the supervisor making a remark about the complaining party being the "Kate Upton of the office" in a conversation with two visitors to the facility.

On one occasion, the supervisor on one occasion had commented on how pretty and luxurious the complaining party's hair looked. On another occasion, the supervisor was overheard making a joke to a male employee about a female client who had entered the office wearing very tight shorts. Finally, during a private telephone conversation initiated by the complaining party, the supervisor once speculated on the frequency of her sexual relations after her recent divorce.

During this three-year period, the complaining party never gave any indication that her supervisor ever requested sexual favors of her or any other female employee.

Based on the supervisor's aforementioned comments and actions, the complaining party filed a formal complaint of sexual harassment with the EEOC.  Three days after making her complaint, it was discovered that Rita was an illegal alien.

a. Using the 7 -Step method, can the complaining party can establish a prima facie case under Title VII.  Why (you must justify your answer based on your knowledge of EEO laws)? (5 points)

b. If so, identify the type (i.e., racial harassment, mixed motive, sex-plus, quid pro quo sexual harassment, hostile environment sexual harassment etc.). (2 points)

c. Based only on the information provided, who will prevail--the respondent or the complaining party? Why? (4 points)

• You are the Sales Director for a company that makes furniture. You need to have a Marketing Analysis on your company’s products and sales by Friday when you have a meeting with a potential client you have been trying to get for the last three months .. he has asked to see the analysis before making up his mind. This client could bring in huge amount of orders and therefore an incredibile increase in sales. It is just what the company needs in times of economic crisis.

• Your Marketing Manager tells you he can get marketing analysis report finished by Friday .. but you need it really today if possible, maximum tomorrow.

• You need to tell him … but how?

Useful Phrases ;

• When do you think you can finish it …?

• Do you need more time … ?

• You can work late to get it finished ….

• I don’t care if you have a party to go to .. I want this finished ..

• I need to have it as soon as possible

• You do understand the importance of this ….

• You are aware of how urgent this is ….

Can you explain why it is not done yet …

• Could you ensure that this is done by …

• I will not accept any excuses for it being late …

• I will let you have only one more day …

• I will not accept failure on your part because ….

The following product for this Assignment is for the fictional company Proserve Corp. Apply product elements to make this product complete by thoroughly describing them.

Product:  A new foldable chair that can be carried in one hand and holds up to 300 pounds.

• Discuss the product and include product attributes like quality, features, benefits, style, and design.
• Provide a proposed product line (depth) and product mix (the 4 P’s; width) for your good.
• Describe the elements of the product’s branding (i.e., brand name, sponsor, and brand strategy).
• Provide a packaging plan and any warranty or copyright involved if applicable.

Green Vehicle​ Inc., manufactures electric cars and small delivery trucks. It has just opened a new factory where the C1 car and the T1 truck can both be manufactured. To make either​ vehicle, processing in the assembly shop and in the paint shop are required. It takes

​1/4040

of a day and

​1/7575

of a day to paint a truck of type T1 and a car of type C1 in the paint​ shop, respectively. It takes

​1/4545

of a day to assemble either type of vehicle in the assembly shop.

A T1 truck and a C1 car yield profits of

$ 300$300

and

$ 220$220​,

​respectively, per vehicle sold.

The aim of the objective function for Green Vehicle Inc. should be to

Maximize

the objective value.

The optimum solution​ is:

Number of trucks to be produced per day​ =

nothing

​(round your response to two decimal​ places).

From Moral Issues in Business: Seventh Edition, by William H. Shaw and Vincent Barry;
Wadsworth Publishing; Belmont, CA, 1998, pp. 211-213.
Asbestos is a fibrous mineral used for fireproofing electrical insulation, building
materials, brake linings, and chemical filters. If exposed long enough to asbestos
particles—usually ten or more years—people can develop a chronic lung inflammation
called asbestosis, which makes breathing difficult and infection easy. Also linked to
asbestos exposure is mesothelioma, a cancer of the chest lining that sometimes doesn’t
develop until forty years after first exposure. Although the first major scientific
conference on the dangers of asbestos was not held until 1964, the asbestos industry
knew of its hazards more than sixty years ago….Working on behalf of Raybestos-
Manhattan and Johns-Manville and their insurance carrier, Metropolitan Life Insurance
Company, Anthony Lanza had conducted research between 1929 and 1931 on 126
workers with three or more years of asbestos exposure. But Brown [secretary of Johns-
Manville] and others were not pleased with the paper Lanza submitted to them for
editorial review. Lanza, said Brown, had failed to portray asbestosis as milder than
silicosis, a lung disease caused by long-term inhalation of silica dust and resulting in
chronic shortness of breath. Under the then-pending Workmen’s Compensation law,
silicosis was categorized as a compensable disease. If asbestosis was worse than silicosis
or indistinguishable from it, then it, too, would have to be covered. Apparently Brown
didn’t want this and thus requested that Lanza depict asbestosis as less serious than
silicosis. Lanza complied and also omitted from his published report the fact that more
than half the workers examined—67 of 126—were suffering from asbestosis.
Meanwhile, Sumner Simpson [president of Raybestos - Manhattan] was writing
F.H. Schulter, president of Thermoid Rubber Company, to suggest that several
manufacturers sponsor additional asbestos experiments. The sponsors, said Simpson,
could exercise oversight prerogatives; they “could determine from time to time after the
findings are made whether we wish any publication or not.” Added Simpson: “It would
be a good idea to distribute the information to the medical fraternity, providing it is of the
right type and would not injure our companies.”…. Industry officials were concerned
with more than controlling public information flow. They also sought to deny workers
early evidence of their asbestosis….When lawsuits filed by asbestos workers who had
developed cancer reached the industry in the 1950s, Dr. Smith [medical director of a
Johns-Manville plant in Canada] suggested that the industry retain the Industrial Health
Foundation to conduct a cancer study that would, in effect, squelch the asbestos-cancer
connection….Shortly before his death in 1977, Dr. Smith was asked whether he had ever
recommended to Johns-Manville officials that warning labels be placed on insulation
products containing asbestos. He provided the following testimony:
The reasons why the caution labels were not implemented
immediately, it was a business decision as far as I could
understand. Here was a recommendation, the corporation
is in business to provide jobs for people and make

money for the stockholders and they had to take into
consideration the effects of everything they did, and if
the application of a caution label identifying a product
as hazardous would cut out sales, there would be
serious financial implications. And the powers to be
had to make some effort to judge the necessity of the
label vs. the consequences of placing the label on the product.

Of the multiple moral issues involved in the, "Living and Dying with Asbestos" case study,

which do you think represents the morally worst action on the part of the asbestos

companies' management and explain why. Here're some of those moral issues:

1. Hiding the medical testing results from the public.

2. Hiding the medical testing results from their employees.

3. Fabricating some of the medical testing results to prevent having to pay
disability insurance to employees.

4. Claiming that because they paid for the medical testing, it was nobody
else's business what they did with the results. (This isn't explicitly in the case study, but did happen.)

175 words

Discuss change management validity tools for a chosen organization. How could you apply analytical frameworks to illustrate possible project outcomes?

Communication Styles, Advising, Deflecting, Probing and Reflecting?

Select an organization that has a Global platform (they operate in more than one country), that has demonstrated operational excellence.

In this paper, perform the following activities:

Name the organization and briefly describe what good or service they sell and where they operate. Note how they are a differentiator in the market. Note the resources used to ensure success in their industry (remember resources are comprised of more than just people).

Explain what actions the company took to achieve operational excellence.

The above submission should be three pages in length.

Remember the total length does not include the APA approved cover page or the references.

There should be at least three APA approved references to support your work.

organisation is Johnson &

or can you any organisation

after writing paper we will give apa refernce

Marketing Management Assignment Structure –

Marketing Strategy (Brand)

For your brand of choice please prepare a marketing strategy on the below guidelines. This

should clearly reflect the marketing mix – product, place, price, promotion and packaging as

discussed in the class. The learnings on Brand Equity in the class should be the emphasis of

the assignment.

Please note the brand should have linkage in the UAE – must be an existing brand or a brand

that intends to be introduced in the UAE.

1. Executive Summary – summarizing points 2-8.

2. Brand Overview – describe the current status of the brand with a brief historical

background. Also define the brand’s current state on the Product Life Cycle.

3. Competition Overview – Define competition

4. Target Market – Define who is being targeted

5. Segmentation – Demographic, Behavior, Psychographic

6. SWOT – on brand or industry

7. Market Research if any carried out – if no research carried out then suggest a need if any

7.1 Product – BCG matrix. Also include packaging plans if any.

7.2 Place – Choice of retail strategy

7.3 Price – penetrative or skimming or competitive

7.4 Promotion – pull or push strategy including choice of medium – digital or traditional

8. Conclusions and Recommendations – suggestions for change in current practices if any to

make it more effective should be discussed.

9. Appendix – Any other information you may provide.

note :

Marketing of any brand that is present in the United Arab Emirates, such as faces, the Body Shop, or any other brand specialized in clothing, electronics, etc.

1. There are three (3) primary factors, according to the Nagle, et.al. textbook, that adversely affect the implementation and maintenance of a supplier’s pricing strategies. What are the factors that contribute to the failure of pricing strategies, and how would a firm mitigate the negative impact of these primary factors?

Emotional intelligence (EI) is important in influencing an individual’s success in workplace’. why do you disagree with this statement?

1)At which organizational life-cycle stage is Mc Donalds at the moment?

2)How did the organization move through organizational life-cycle stages so far? (Try to map the events in the organization’s history to the stages of the organizational life cycle)

3)What were the crises that the organization experienced during the stages of its life cycle? How did it overcome these crises?

Please answer question 2 and 3

An external factor that has had a great impact on our workforce is the need to consider diversity and inclusion. We must ensure that we maximise the potential of all employees. Explore how we can enhance productivity and increase innovation while considering employee wellbeing. Address the challenges of bias and prejudice on achieving the most effective outcomes.

Ethical Decision Making at Black Diamond

Task: Read the “Black Diamond Equipment” case below and then answer the following questions.

>> The way that Black Diamond is run, I don't really consider this the American way, I consider Black Diamond an extension of the attitude, the culture, the ethos, and the values of the life defining mountain sports that we were founded to serve. Hi, my name is Peter Metcalf. I'm the CEO and lead founder of Black Diamond. Very early on in the beginning of the company the sports of climbing, mountaineering, alpinism and alpine skiing were relatively small at that time. They've grown dramatically. However, if you aggregated the global demand for that product then you could have a fairly meaningful business. So from that recognition and understanding the amount of money that goes into research and development, commercializing a product, and recognize it to be competitive, to do what we really wanted to do we had to think globally. It was going to be about finding these global markets through finding other people who shared our passion, who were young embryonic business people in many cases who wanted to get into the business because they shared that passion, they knew the markets, they knew the space, and could develop a business as a distributor for us. And as time went on we did begin to recognize that nobody really cares about Black Diamond as much as Black Diamond people do, and for that reason we would have to take charge ultimately of the businesses that we were, the business we were conducting overseas through independent distributors. And there was also a recognition that to be the same brand in Europe or in Asia as we were in North America, we would have to be something slightly different because of cultural values, cultural interpretations.

>> In Salt Lake, like every two to three months stay here for one week to two weeks and but we work together on a daily basis. My name's Thomas Hodel, I'm from Switzerland. Born in Lucerne. Doing outdoor sports were, was always a big part of my life so a big passion of me and that's why I'm here working at Black Diamond sharing that passion and I have two roles at the moment. On a global view I'm responsible for all the ski categories, so together with the team here we define strategies and directions for all the categories which belong to the ski side. And then in Europe I'm the European Category Director so the role there is to make sure whatever we do here works also in Europe and the European needs are covered. And it takes a long time to really figure out the differences in Europe and it's every country has a different culture, mentality. Having that European perspective, I think that's a, that's definitely asset I can bring into this glob- into this company and help this company to become more global and to address those needs better.

>> What is most important to the success of Black Diamond is our unique culture and in all of the, in all of our locations the people that we've put in place there to lead those businesses, they all have a real passion for these activities. They have spent substantial time here. They've been immersed in this culture. They see how we operate. At our Asian facility that we built as a Greenfield project eight or nine years ago, what we did right in the process of hiring, right when we started, was we got people, anybody like you have to learn to repel, repel off the roof. We'd do weekend events where we'd take them hiking. So we're instilling in folks in a myriad of ways what the BD attitude and philosophy is towards life, towards work, collegiality, cooperation. You're only as strong as your weakest member. You have to have implicit trust and confidence in the competency of your partners.

>> So yeah having been in Asia for almost seven years it's a very dynamic culture, especially in China. There's a strong sense of change. There's a strong sense of growth. My name is Vindi Agher [assumed spelling]. Actually you pronounce it as Vindi Agher, but that's difficult so Vindi Agher, I go with Vindi Agher. I'm the VP of Manufacturing here at Black Diamond. Our business is really global. Our customers are global. And our manufacturing is definitely global as well. So yeah we own our own factory in Zhuhai. The products that we assemble and produce in the factory in Zhuhai are also part of this protective products that we use, that will be used in climbing and mountaineering so the quality needs to be good. But also we want to ensure that it's been done in a good way. So we control it from start to finish which means how we treat the people, how we manufacture, and how we run the organization that we ensure that everything is done in the right way.

>> Then another part of our business when it comes down to the soft goods, that is made what we call in the trade OEMs, original equipment manufacturers. Our people, our engineers-- in this case also my daughter, she's a developer of the apparel line-- she is spending weeks at a time at these factory partners in a place like Vietnam or China or Bangladesh and I would not send a 26 year old, my 26 year old daughter to spend time and be in these factories if I weren't comfortable with them. But more importantly, we have a certification and compliance process. We have auditors that go into these factories. We have a very strict guideline of ethical sourcing requirements. So we check these factories. We're not at some sweatshop. The factories that we're in, I think of the apparel factory in Bangladesh, the people get three meals a day, there's healthcare, there's English language, there's money for additional education, it's well ventilated, well lit. It's clean. It's safe. Because that's very important to us and what our values are. Being a global operation brings with it incredible opportunities for growth, for unique insights, for innovation, for just thinking differently than you would otherwise think. It also is taxing, time consuming. It demands that you are constantly questioning your, we're Americans so our American sort of perspective on things. It requires us, if we want to be true to being global, to not just nod at being global but create a true global management team, make sure that that team is part of the leadership team and part of the decision making process. Because being global is about more than just selling globally. If you really want to be a global brand, you have to think globally. And that's easy to say and harder to do.

Questions:

1. How does Black Diamond integrate social responsibility into its culture? (1 mark)

    

2. How does the global nature of the company and its markets influence how it thinks about employee diversity? (1 mark)

3. (a) How would you describe Black Diamond’s ethics in terms of how it treats its employees at the company’s factory partners in Vietnam, China, and Bangladesh? (1 mark)

     (b) Do you think that it is appropriate for firms like Black Diamond to scrutinize its partner factories like this? (1 mark)

     (c) Why or why not? (1 mark)