Public Relations

• Please explain the three different types of public relations tools that organizations could use to generate interest in their products.
• What do you think are the risks of posting information on social media?

What is supranationalism? Why did some European governments agree to form supranational communities during the initial post-World WarII? Discuss four countries. How has supranationalism differentiated these communities from non-supranational communities?

Kathleen Taylor has been working for a government contractor, Summit Solutions, in Washington, DC, for over a year. She is now eligible to participate in the company’s 401(k) retirement plan. The company has provided Kathleen with the information in the table on the following page about the various funds that are available for her to invest in. International funds invest in global/overseas companies; small-cap funds invest in companies that have a market capitalization (i.e., the number of outstanding shares multiplied by the stock price per share), in general, between $300 million and $2 billion; mid-cap funds invest in companies with a market capitalization between $2 and $10 billion; and large-cap funds invest in companies over $10 billion. The Evening Star rating is developed by an independent investment analysis firm, and it rates funds based on their risk-adjusted performance over various time periods. "5" is best, "1" is worst; stocks trading close to their analysts' fair value estimates receive a "3", while stocks trading at large discounts compared to their analysts' fair value estimate receive a "4" or "5" rating. The expense ratio is the total percentage of fund assets used for operating expenses (i.e., administrative, management, advertising, etc.). Since Kathleen is young and expects to build her 401(k) plan over a long period of time, she wants to employ a relatively aggressive investment strategy. She has read investment literature that suggests a relatively aggressive plan would invest 5% to 35% in international funds, 5% to 25% in small-cap funds, 5% to 35% in mid-cap funds, 20% to 50% in large-cap funds, and 5% to 10% in bond funds. Kathleen plans to contribute $900 of her salary each month to her plan, which the company will match. She has also developed a few of her own investment guidelines: to diversify, she wants to invest in five funds, one in each investment category; she wants to achieve an average Evening Star rating of at least 3.7; she wants to invest in funds that average at least $10,000 million in size; she wants to achieve an average expense ratio for her five funds of no more than 1.10; and she wants to maximize the average 5-year return of the five funds she selects, weighted by the amount she invests in each. Develop an investment plan for Kathleen using linear programming. What would be the decision variable and constraints for this problem?

In comparison to several nations around the world, the Canadian financial services industry is one that is typically strong, secure and stable. Imagine that an acquaintance of yours has asked you to explain why this fact about the Canadian financial services industry holds true. Your task is to explain the key business entities in the Canadian financial system, the role of the Bank of Canada in this system and the major changes that have occurred in banking over the past 20 years.

Part A: Explain how Net Present Value (NPV) is used in evaluating capital budgeting proposals.

Part B: Imagine that you are given a $12,000 entrance scholarship to study at Brock University. Fortunately, over the years your parents have managed to save for your education through the purchase of an RESP. Therefore, you are able to invest the $12,000 for the next four years at an interest rate of 5%. How much money will you have after four years of investing the $12,000? In other words, what is the future value of $12, 000 invested over four years at a 5% interest rate? Be sure to show your calculations. In your response, be sure to incorporate properly the terms: Time Value of Money and Compounding. Lastly, using the Rule of 72, how many years will it take to double the initial investment?

Part C: Now that the IOC has made the decision to postpone the Tokyo Summer 2020 Olympics until next year, one of the sponsoring organizations finds itself with Olympic merchandise that needs to be liquidated. When you heard about this opportunity you became quite excited because you are an avid collector of Olympic merchandise. In fact, when you graduate from Brock University, you plan on opening an Olympic memorabilia shop. The offer from this Olympic sponsor is such that you have the option to purchase the merchandise entirely upfront for $10,500 or to pay $2,750 per year for the next four years (with payments at the beginning of the year). Assuming a discount rate of 7%, is it advisable to pay the cost of the merchandise entirely upfront? Explain. Be sure to show your calculations.

You have three plants that produce a certain type of boats. The capacity for next month is 38 in San Diego, 45 in Santa

Ana, and 58 in San Jose. Production cost per boat is $1,065 in San Diego, $1,005 in Santa Ana, and $975 in San Jose.

Demand for next month is 42 in Newport Beach, 33 in Long Beach, 14 in Ventura, 10 in San Luis Obispo, and 22 in San

Francisco. The shipping costs per boat are summarized in the following table:

Develop a production and shipping schedule that minimizes the total cost of production and shipping while satisfying all

the demand.

QUESTION 20

1. An international _____ is a set of countries that agree to markedly reduce or eliminate trade barriers among member nations.

   	a.	customs union
   	b.	trade bloc
   	c.	commonwealth
   	d.	economic community
   	e.	free trade area

QUESTION 21

1. Which of the following statements is true about a tactical plan?

   	a.	It is an organized sequence of steps designed to execute strategic plans.
   	b.	It is exclusively developed by the board of directors.
   	c.	It is developed independently of the external business environment.
   	d.	It is more broad and nonspecific when compared to a strategic plan.
   	e.	It does not specify time frames and resources.

QUESTION 22

1. Which of the following statements is true about a franchise agreement?

   	a.	The franchisee and not the franchiser takes the responsibility of marketing and advertising activities.
   	b.	The franchisee can consult the franchiser for managerial and financial help.
   	c.	The franchisee is free to modify the franchisor's products.
   	d.	The franchisee can keep all the profits made by the venture.
   	e.	The franchisee does not have to pay a start-up cost for the venture.

QUESTION 23

1. The _____ perspective places emphasis on individual attitudes.

   	a.	systems
   	b.	quantitative management
   	c.	behavioral management
   	d.	classical management
   	e.	contingency

QUESTION 24

1. Two or more companies that work together in joint ventures or other partnerships are called what?

   	a.	Strategic partners
   	b.	Competitors
   	c.	Regulators
   	d.	Suppliers
   	e.	Customers

QUESTION 25

1. Which of the following statements is true about the process of decision making?

   	a.	​In a business scenario, the decision-making process is always aimed at finding a way to increase profits.
   	b.	The first step in the process is to identify alternatives to a problem.
   	c.	It ends when the decision situation has been defined.
   	d.	It includes putting the chosen alternative to practice.
   	e.	​The process is said to be complete when a set of alternatives to a problem has been created.

QUESTION 26

1. ​A(n) _____ is a form of group decision making in which a group arrives at a consensus of expert opinion.

   	a.	​Delphi group
   	b.	inactive group
   	c.	​interacting group
   	d.	​unstructured group
   	e.	​unconventional group

QUESTION 27

1. In general, while identifying alternatives, the more important the decision,

   	a.	the less the chances of managers using expert opinion to make the decision.
   	b.	the more the tendency of managers to ignore intuitions.
   	c.	the less the chances of managers making the right decision.
   	d.	the less the time needed to make the decision.
   	e.	the more alternatives should be generated.

what are the basic steps in conducting a wage and salary survey

Wanda of Salty Pawz just doesn’t understand her friend Jamie sometimes. They have been working together since the first dog biscuit came out of the oven, but now that the business is expanding, she can’t seem to get Jamie motivated to compete the tasks she delegates to her. She pays Jamie a salary now, so it’s not like the old days when she was working in exchange for dog treats. She has even given Jamie more responsibility; Jamie now supervises two other employees, a challenge Wanda assumed that Jamie wanted.

One afternoon she stops Jamie in the hallway and asks her if everything is going OK. Jamie responds that things are fine. Later that same week Wanda and Jamie are meeting about an upcoming promotion they are holding at the local animal shelter. Jamie takes a few notes but doesn’t share Wanda’s enthusiasm for the event. Wanda comes right out and asks Jamie if she has lost interest in the business. Jamie shrugs and says no, she is good with everything.

Why do you think Jamie might have lost her motivation and enthusiasm for the business at this point? How could Wanda motivate Jamie more effectively? Make sure the reasons you present are supported by sound motivational theory as established by leaders in the field.

This assignment should be a minimum of one short paragraph and a maximum of two paragraphs. Word totals for this work should be in the range of 200–300 words.

Your employer wants its employees to be more healthy, and has decided to implement a Get Fit program. The company will pay the cost of each employee to get a doctor's clearance for their participation in the program. Participation will require each employee to fill out a complete health history, including family history of any major illnesses that might put the employee at risk. The company then will have a certified nurse review the histories with company HR staff, and the HR staff will then meet with each employee to develop a Get Fit plan, including diet and exercise. Employees who refuse to participate, or who do not meet their Get Fit goals, will pay an extra 25% of their health insurance premium costs.

Is the employer's plan legal? What federal law might prohibit such a program? (Hint: You might benefit from looking at  wellness plans offered by employers).

Complete a pest analysis and 5 forces model on amazon

QUESTION 37

1. ​Which of the following is an important question that is answered in a business plan?

   	a.	​What are the trade restraint strategies used by businesses in the external environment?
   	b.	What are the entrepreneur's goals and objectives?
   	c.	​How will the entrepreneur divest strategic business units?
   	d.	​What are the marketing strategies used by the entrepreneur's competitors?
   	e.	​What are the overhead costs of the entrepreneur's venture?

QUESTION 38

1. Scientific management focuses on

   	a.	increasing overhead costs.
   	b.	improving the performance of individual workers.
   	c.	encouraging soldiering among employees.
   	d.	analyzing the external rather than the internal environment of an organization.
   	e.	increasing employee turnover.

QUESTION 39

1. Which of the following positions would be considered a specialized management position?

   	a.	Accountant
   	b.	Public relations manager
   	c.	Marketing manager
   	d.	Hospital administrator
   	e.	Human resources manager

QUESTION 40

1. Which of the following statements is true about the decision-making process?

   	a.	It exclusively applies to problem situations.
   	b.	It requires that the nature of a particular situation be defined.
   	c.	It typically involves only one individual and seldom applies to groups.
   	d.	It seldom applies to situations that are positive.
   	e.	It results in the generation of only one alternative.

QUESTION 41

1. Emilio says, "Employees and situations are unique. Sometimes I get good results by trying one approach, sometimes I decide to do something completely different." Emilio's statement is best aligned with which of the following management views?

   	a.	Scientific management
   	b.	The classical management perspective
   	c.	The contingency perspective
   	d.	Theory X
   	e.	Administrative management

QUESTION 42

1. ​A _____ is privately owned by one individual or a group of individuals and has sales and assets that are not adequate enough to meaningfully influence its environment.

   	a.	​publicly held corporation
   	b.	​regulatory agency
   	c.	​non-profit organization
   	d.	​strategic business unit
   	e.	​small business

QUESTION 43

1. Venus Corp. prohibits its employees from smoking in its premises. This is an example of a(n)

   	a.	standard operating procedure.
   	b.	program.
   	c.	entropy.
   	d.	project.
   	e.	rule.

QUESTION 44

1. Which of the following is a determinate of an organization's culture?

   	a.	The extended benefits provided by an organization
   	b.	Corporate success and shared experiences
   	c.	The regulations for work performance set by an organization
   	d.	The strategic partners of an organization
   	e.	The products and services available for the functioning of an organization

QUESTION 45

1. By recognizing the _____ aspect of decision making, the administrative model better reflects subjective considerations.

   	a.	classical
   	b.	behavioral
   	c.	sequential
   	d.	groupthink
   	e.	rational

Rocky Mountain Tire Center sells 14,000 ​go-cart tires per year. The ordering cost for each order is $35, and the holding cost is 40​% of the purchase price of the tires per year. The purchase price is $21 per tire if fewer than 200 tires are​ ordered, $19 per tire if 200 or​ more, but fewer than 8,000​, tires are​ ordered, and $18 per tire if 8,000 or more tires are ordered.

​a) How many tires should Rocky Mountain order each time it places an​ order.

Rocky​ Mountain's optimal order quantity is _____ ?

b) What is the total cost of inventory?

The Case for Humble Executives.

Taking the blame for the consumer-products company’s weak performance, the departing CEO told investors “the buck stops with me” and assured them his successor would do better. Mr. Lafley was responding to investor criticism of P&G’s strategy and recent stock-price performance. He will stay on as executive chairman after David Taylor becomes CEO Nov. 1.

Among executives, humility “is the flavor du jour,” says Fred Hassan, a former CEO of Schering-Plough Corp. and author of a book on leadership. Companies increasingly prize humble leaders because they listen well, admit mistakes and share the limelight, recruiters and coaches say. “The servant leadership model promotes collaboration,” says Dale E. Jones, chief executive of recruiters Diversified Search Inc. That’s easier said than done for corporate climbers. At a seminar for aspiring CEOs this year, Mr. Hassan described how they could promote themselves but remain humble, warning them against aggressive self-promotion. For instance, he advises, don’t circumvent the boss and brag about your work to the boss’s boss. Krispy Kreme Doughnuts Inc. sought a CEO with humble servant leadership during a hunt completed by Mr. Jones last year. Anthony “Tony” N. Thompson, hired to head the chain, “exhibited those two characteristics strongly,” remembers his predecessor, James H. Morgan. Humility represents “an important trait in our company,” adds Mr. Morgan, who remains chairman. Some may wonder if it is just as good to seem humble. Faux humility annoys people, explains Francesca Gino, a Harvard Business School professor of business administration who co-wrote a research paper about the shortcomings of “humblebragging,” boasts masquerading as self-deprecating complaints. Consider the job candidate who says “I work too hard” when asked to describe their shortcomings. Researchers found that opening up about real weaknesses “leads to a better likelihood of getting a job,” she says. “If you have to act humble, it won’t work. You either are or you’re not,” concurs Mr Morgan.

Oscar Munoz, the new chief of United Continental Holdings Inc., started his tenure last month with an apology to customers and employees and a vow to spend his first 90 days on a listening tour with staff. Mr. Munoz suffered a heart attack on Oct. 15, the day he was due to meet with union leaders, and has remained hospitalized. Frank Blake, a retired chairman and CEO of Home Depot Inc., says he stressed his limited retail-industry experience when directors of the do-it-yourself chain wanted to promote him to the top job in 2007. A General Electric Co. alumnus, he had worked at Home Depot for five years. “I don’t think I am the right guy,” Mr. Blake recalls warning board members. Mr. Blake believes his scant retail know-how made it easier to be a humble leader of Home Depot. During his nearly eight-year command, he also favored colleagues with a similar style. “You were better off acknowledging what you needed to work on” than being boastful, he observes. A Bausch & Lomb division head in “self-promotion mode” wound up getting ousted a few years ago, recollects Mr. Hassan, its then-chairman.

Recruited from a much bigger employer, the division head at the eye-products concern pushed to expand into product areas that would impress the board, but his division needed a turnaround, Mr. Hassan says. Subordinates complained that he ignored their problems, such as repairing ties with certain customers. “Had he been humble,” Mr. Hassan notes, “he would have set the right priorities.” Some executives spend years developing humble listening skills—as William M. Lambert did before and after his 2008 advancement to CEO of MSA Safety Inc., a maker and supplier of safety products. Bob Rogers, president of Development Dimensions International, a leadership consultancy, began coaching him when he took charge of MSA’s North American unit in 2003. Mr. Rogers counted how often Mr. Lambert told his management team what to do rather than request their input. He issued orders a lot.

His team members told the coach that “Bill has preconceived ideas and he doesn’t allow for full discussion,” Mr. Lambert remembers. The executive asked a trusted peer to check his behavior. Nevertheless, directors told Mr. Lambert he came across as overconfident and unwilling to listen during his second year in the corner office. His reviews improved after he showed respect for board members’ ideas. “As a leader, you need to have a strong ego,” Mr. Lambert says. “But you can’t have a big ego.” It should go without saying that humble leaders don’t steal credit from colleagues. “Credit when you do well will come to you,” Krispy Kreme’s Mr. Morgan says he used to assure his executives. Not everyone listened. One lieutenant disappeared while subordinates developed new products and equipment, only to claim credit when they were unveiled to the top brass. “He took the limelight,” Mr. Morgan recalls. “He didn’t understand the humility part.” Krispy Kreme fired the man a year later

please provide two paragraphs describing:

a)  How you can use the qualities of servant leadership discussed in the article effectively within your future work teams.

b) How this example of servant leadership could backfire if the work context emphasizes individual performance over collaboration.