Post an assessment of your APA knowledge strengths and areas of opportunity. Your assessment should include answers to the following questions:

• What aspect(s) of APA formatting did you find easier to comprehend? Why?
• What aspect(s) of APA formatting do you find most challenging? Why?
• How will you plan to minimize or overcome your challenges in APA formatting? Provide specific examples.

You are the CEO of a small Canadian online company selling organic energy bars that just started expanding into the United States. You are working on your strategic implementation plan. Please fill in the template below with examples that make sense in your current situation. Your budget is $2M.

Strategy Implementation Plan

Date Created:                                                                                 Date Reviewed/Updated: not yet

Janelle is interviewing for a low-level management job, which will require her to supervise a small team of employees. One of the forms Janelle must complete as part of the interview process is a leadership style questionnaire. Janelle wonders what insight her potential employers hope to gain from the results, what insight the results will provide her personally, and how this information will impact her career. Post your evaluation of leadership style assessments, such as the one you just completed, and the leadership style approach. Explain whether you think such assessments and a leadership style approach are useful for providing insight into leadership behavior for global change agents. Explain the potential impact of the use of such assessments for both individual employees and organizations. Also, explain the potential impact of the style approach to leadership for individual change agents and organizations.

Assume you are Helena Fogarty, the CEO and founder of Mi Ola, and you are facing a difficult decision about whether or not to outsource manufacturing from the United States to another country. You would like to manufacture only in the United States but competitive pressures are forcing you to consider alternatives. You have a team of advisors with diverse backgrounds whom you trust and with whom you work closely. You would like to maximize the quality of the group’s decision making.

Which of the following is an approach that you might consider using to maximize the effectiveness of the group’s decision making process? Check all that apply.

Use groupthink

Use the nominal group technique

Use the Delphi technique

Use brainstorming

Assume you are Helena Fogarty, the CEO and founder of Mi Ola, and you are engaged in an intense group decision making process with your trusted advisory board. You would like to use evidence-based management to improve your decision making process.

Which of the following things might you do to improve your evidence-based decision making?

Encourage experimentation and learning by doing

Base decisions on previous decisions because if it isn’t broken, the evidence suggests you shouldn’t try to fix it

Encourage people to stick with a decision, even if it seems to be failing, so that you will eventually succeed

Build a culture in which people avoid having unpleasant or difficult conversations

Research Agile project management. Write a paper (4-5 pages) with your research results. Submit to the Dropbox.In your research answer the following questions:1. Define and describe the method/environment.2. Describe how and why the method/environment evolved.3. Describe how the method/environment is different from traditional project methods/environments (ie. Waterfall). 4. Describe the challenges of the method/environment.5. Describe success factors for the method/environment.6. Find an organization using this method and describe how it has been successful and what some of the challenges are. Use an organization not mentioned in the textbook.Be sure to use APA guidelines in citing works within the text and the reference list at the end of the document.

1. The following time estimates are given for an activity: optimistic time = 16 days, most likely time = 24 days and pessimistic time = 38 days. What is the expected time to complete this activity? Group of answer choices A. 16 B. 24 C. 38 D. 25 E. None of these answers are correct

2. The project duration is equal to the sum of the durations of all activities in a network.

Group of answer choices

True

False

3.The longest path in a network is called the critical path. Is it possible to have more than one critical path in a network?

Group of answer choices

A. Yes

B. No

4.A loading dock with two servers who work together as a team would be an example of a multiple-server system.

Group of answer choices

True

False

5.Queueing models enable finding an appropriate balance between the cost of service and the amount of waiting.

Group of answer choices

True

False

Roger works for a business software firm and is passionate about his work. He is committed to delivering high-quality software solutions on schedule. He maintains a precise and accurate project schedule with meticulously detailed documentation of product design specifications and processes. Roger’s subordinates never have to guess about expectations. When the rigorous quality assurance process uncovers a problem, Roger can proceed largely unfazed. He knows the capabilities of the developers on his team so well that he knows exactly who to assign to fix the issue. He is quick to offer encouragement and guidance when needed. Roger’s team is productive and happy.

Linda works at the same company as Roger. She closely monitors industry trends. She is watching the rapid rise of mobile computing and sees competitors introducing new mobile applications with rapid speed. The company has yet to attempt to design software for a mobile platform, but she knows that the company can be competitive in the industry if it makes changes quickly. She is working hard to gain support from members of the executive board and is planning a kickoff meeting for the employees to announce the company’s entry into the new market. She wants to make certain the employees see the change as a great opportunity and know that training will be available. She already has the company’s first mobile project and an ideal timetable in mind. She is anxious to hit the ground running.

What are the roles of the individuals in the above scenarios? Are they managers, leaders, or both? What distinguishes management from leadership and managers from leaders? The nature of the relationship between leadership and management remains a topic of debate among scholars. The debate provides insight into the definition of leadership and offers a suitable avenue for beginning an in-depth exploration of the topic of leadership.

>> Club Med case study.

Club Méditerranée or Club Med is a French company founded in 1950 by Gérard Blitz and Gilbert Trigano with the objective of offering holidays to customers With an innovative "all-inclusive" formula. The idea of happiness was at the heart of the concept. Today, Club Med has 72 resorts in more than 30 countries, including the Mediterranean, the tropics. and even the snow-covered Alps. In 2013, more than 1.5 million customers Chose Club Med for their holidays. Club Med has revolutionized holidays with its all inclusive formula. At the time of its creation, the company aimed to give people a sense of freedom through nature and sports that allowed them to be happy and one with the others. Club Med proposed a new social link that was more festive and less binding on the client. It wanted to reconcile individual liberty and social life. At that time, in the holiday villages, customers could do what they wanted without the concept of money being present. Upon arival, customers were provided with necklaces made out of beads that allowed customers to pay for their drinks (Which would later be patented). Big tables allowed customers to share their meals and get acquainted with each other. The notions of freedom and equality were and still remain fundamental to the culture of Club Med. Since its creation, Club Med has never ceased to innovate. New and unknown destinations were added to the portfolio Tahiti in 1955 and Leysin in Switzerland in 1956. In 1967, Club Med created the first mini clubs for children. In the years 1980-1990, deciline of the attractiveness of the concept of holiday homes and the sharp rise of competition at lower prices weakened Club Meds posi-tion. The company's strategy at that point was unclear-it was neither a volume nor a value strategy. In addition, the economic crisis of 1993, a result of the Gulf war, and the events of September 2001 severely affected Club Med in the same way it affected all kinds of tourism. In 2004, Club Med decided to redirect to a value strategy in order to target an international clientele that wanted comfort, elegance, service, and customization. The holiday package offer was therefore repositioned with the closure of entry-level vacation villages (classified 2 trident), renovation of other villages in 4 trident to 5 trident, and the creation of a new range of luxury 5 trident (villages, villas, and chalets). Club Med now offers an all-inclusive premium with a high range of services and an extension of the à la carte services that come with gourmet food and high quality drinks. Starting at 4 trident, all clubs offer a spa in partnership with a famous brand. The shows in the resorts are all designed by specialized companies. Clubs for children have dedicated spaces with an emphasis on nature and local culture. The sports schools offer up to 10 different disciplines with qualified coaches and quality equipment. For its 5 trident resorts, Club Med chooses sites of exception in the most beautiful destinations of the World, such as Cancun in Mexico, Punta Cana in the Dominican Republic, and Kani in the Maldives. The development of these resorts is entrusted to renowned architects and designers. The services developed are high-end with all-day room service, a concierge service, and champagne offered after 6 p.m. Private villas come with a butler. In the 5 trident resorts in the Maldives, the villas are placed on stilts; clients have private access to the sea, and can observe marine life through a transparent floor in the room. This repositioning to the high-end has also necessitated a change in the relationship between customers, called Gentle Members, and staff, called Gentle Organizers. Club Med has 15,000 Gentle Organizers of 100 different nationalities to meet the requirements of its international clientele. They are qualified in various fields and specialize in cooking, sport, amusement, and client servicing. Trainings to inculcate precision and a sense of premium service have been developed. A resort school has even been created in Vittel, France; it welcomes 10,000 trainees every year. Club Med is always looking to recruit real talent and unique personalities. The organization's customer relationship has also evolved through the development of customer relationship management tools for a finer segmentation of customers. In some agencies, a concept of sale side-by-side has been developed to allow clients to customize their holiday packages along with the sellers.Club Med's communication campaign "and what's your idea of happiness?" highlights this upmarket strategy. This campaign has been deployed in 47 countries and in 22 languages. The positioning of Club Med's resorts, from 3 trident to 5 trident, allows for a broader coverage of the competition field-from standardization, and luxury services to all-inclusive offers. No other company offers this. Club Med's 4 trident resorts are in competition with the Swiss Mövenpick (69 hotels in 23 countries) and the Jamaican Sandals (12 resorts in Jamaica and the Bahamas). Club Med's 5 trident resorts compete with the Singaporean Banyan Tree (30 hotels and 60 spas all over the world). Finally, the Club Med luxury villas are in competition with the villas of the Mauritius company Beachcomber that works on the philosophy "dream is a serious thing" (9 hotels, resorts, and luxury villas), Aman Resorts (25 hotels in 15 countries), and the Ritz-Carlton (80 hotels in 27 countries). With the range and quality of its service, Club Med turns holidays into a one-of-a-kind experience. The focus on a globalized customer strategy helped Club Med grow and ensured its unique positioning in the market. As of January 2015, the proposed takeover of Club Med by the Chinese investor Fosun will help accelerate the internationalization of the brand and its development in Asia.

Questions

1, How did Club Med reach an upscale positioning and achieve excellence in the quality of service ?

2. Was Club Med's upmarket positioning the only one viable strategy?

3. Do you think that Club Med takes a risk by not in specializing in a particular range level, such as 4 trident or 5 trident?

1.The following time estimates are given for an activity: optimistic time = 16 days, most likely time = 24 days and pessimistic time = 40 days.

What is the variance of this activity?

Group of answer choices

A. 9

B. 16

C. 20

D. 24

E. None of these answers are correct

2.The expected waiting time in line is equal to the expected number of customers in line divided by the arrival rate

Group of answer choices

True

False

3. Activities C and D are the immediate predecessors of activity E. The early finish time (EF) of activity C is 35; and the early finish time (EF) of activity D is 42. What is the early start (ES) time of activity E?

Group of answer choices

A. 35

B. 42

C. 77

D. 38.5

E. None of these answers are correct

4. The goal of queueing analysis is to minimize:

Group of answer choices :

A.the sum of customer waiting costs and service costs.

B. the sum of customer waiting time and service time.

C.service costs.

D. customer waiting time.

E. None of the answer choices is correct.

5. All preceding activities have to be completed before work can start on a follower activity.

Group of answer choices

True

False

just explain these, Lead Generation, you will generate as many leads as possible by the methods. You can use center of influence people, lists, referrals, networking to generate your leads.

Qualification, you will decide what makes certain customers more likely to buy after having these criteria, you will check your leads, one by one & see which of those have a high chance for buying.

BUSINESS LAW 1

9 . Under the doctrine of transferred intent:

a) liability for an intentional tort committed by one defendant can be

transferred to another defendant

b) one plaintiff’s right to sue a defendant for an intentional tort can be

transferred to another plaintiff

c) a defendant can be held liable for intentionally causing a certain harm

(harm A) even though he actually intended to cause a different harm

(harm B)

d) a defendant who commits a n act with gross negligence can be liable

for an intentional tort ____

1 0 . A contractual promise not supported by consideration may be enforceable under

the doctrine of:

a) quid pro quo

b) judicial estoppel

c) collateral estoppel

d) promissory estoppel ____

1 1 . In the products liability context, a manufacturing defect involves :

a) a product that is so dangerous it can’t be manufactured safely

b) a defective version of a product, meaning that it doesn’t meet the

manufacturer’s own specifications or standards for the product

c) a product that is badly designed

d) a product that injures someone working on the assembly line while

it is being manufactured ____

1 2 . An employer may be vicariously liable for the tort of his employee

under the doctrine of respondeat superior if:

a) the employee’s job did not requi re him to exercise independent

judgment

b) the employee was not qualified for the job

c) the employer did not adequately train and supervise the employee

d) the employee committed the tortious act within the scope of his

employment ____

1 3.The parol evidence rule applies:

a) when the parties have agreed to a liquidated damages amount

b) when the parties have reduced their agreement to a writing that completely

and accurately expresses all of its terms

c) when the parties have agr eed that their contract can only be modified in writing

d) when the parties have satisfied any conditions precedent ____

Using the facts presented in the article below, evaluate the success of Hungry Lion in South Africa and the region. 10 Marks

Marketing Management

The Continent’s Progressive QSR Player

Stellenbosch-based fast food specialist Hungry Lion has found ideal footing for expansion over the coming years, owed to optimised operations and an admirable outlook

Writer: Jonathan Dyble | Project Manager: Josh Hyland

Adrian Basson is a self-described Afro-optimistic. “There’s no hiding from the fact that there are a lot of challenges in Africa, but retail is a promising sector when it comes to facilitating opportunities, creating employment and generally building a business that can have a widespread impact,” he says.

“When you reach a remote town with an empty plot, the local people don’t often have much. But as we’ve built new stores and helped to launch new shopping centres, we’ve been able to not only witness, but also facilitate the construction of new, thriving ecosystems. We’re proud to be a business that contributes to the success of these societies – I guess you could say we’re a capitalist business with a socialist outlook.”

Basson, now CEO, became part of the Hungry Lion story in 2001 and has seen the company come a long way over the past two decades to be the responsible, esteemed organisation it is today.

Having opened its first restaurant in South Africa in 1997, the business today proudly operates a network constituting over 200 stores across South Africa, Lesotho, Swaziland, Botswana, Namibia, Zambia and Angola, with over 4,000 Hungry Lion employees. Looking at the bigger picture, however, such statistics only touch the surface of what the brand is bringing to the region.

“In many ways I like to think that our product is an afterthought in what we’re looking to achieve,” explains Basson. “Yes, serving bigger portions, more chips and more smiles is key to our operations, but it’s just one part of our overriding goal – providing joy to our employees, customers and local communities through food, served with passion.”

This ethos is relatively new to the firm, becoming more of a core focus during the company’s major rebranding process that kickstarted in 2014. Having originally been part of the Shoprite Group, Africa’s largest food supermarket chain, Hungry Lion is now a totally independent company in its own right with a unique brand and character.

“In the beginning, we weren’t really building a brand,” reveals Basson. “We purely sold chicken and chips at an affordable price on a somewhat ad-hoc basis. However, we eventually found ourselves with 100-plus stores, and with the economic challenges that came around in 2008/09, we realised that stores without a brand, a story, and an experience would fail to deliver in the long term. It was a case of changing with the times and we invested a lot into the design of our stores, our product quality and consistency, together with the development of the brand itself.”

Since transitioning from being a business-centric to a customer-centric brand, Hungry Lion has reaped the rewards with the business undergoing stratospheric growth over the past few years.

Adding a modern twist

Moving in this re-energised direction, strategy changes quickly followed for Hungry Lion, evidence of which can be found in the firm’s increasing use and the implementation of revolutionary technologies.

Fast forward to today, the company now benefits from artificial intelligence, automated system checks, cloud computing and live dashboards – technologies which serve multiple purposes in the way of driving the business forward. This together with an always connected workforce, makes executing operationally so much more efficient.

“I’ve always had a connection with technology,” Basson reveals. “I used to work in the technology division of Compaq in London and also formerly as the Chief Digital Officer of Shoprite for a period. We live in an era where we can augment the people with technology to do the repetitive stuff, so that they can focus on the more human touches.”

In a space where most others in the fast food industry are franchised and owner-managed, Hungry Lion is unique in the African landscape, with almost all stores being fully-owned and managed from its Head Office. This is where automated systems and clever use of technology comes to the forefront in managing the business over vast distances and across borders.

“With technology comes data and with data comes insight,” Basson continues. “Using our systems, we’re able to see the performance of each of our stores in real time, have an overview of customer experience, and execute plans to fix problems at speed and scale. These capabilities would never have been possible if we didn’t have the right technologies in place.” With full visibility of information comes accountability, since everyone can see what needs to be done and if it was done. Transparency is a crucial merit of these technologies, a cultural trait of Hungry Lion that is accentuated in other ways.

Basson adds: “We have a network of area, country and regional managers who act as an extension of our Head office in Stellenbosch. Head office employees pay regular visits to different regions to keep a finger on the pulse of local operations. Our area and country managers, in turn, come to Head Office regularly for updates to business processes, training, and meetings. This constant exposure in both directions ensures that best practises are shared and implemented to all stores quickly.”

Prosperous career planning

Combined with both these expansive technologies and a transparent, remodelled structure, Hungry Lion recognises that its staff are key to achieving the firm’s ongoing ambitions.

To this end, the company ensures that it provides extensive benefits to its employees, bolstering its position as an employer of choice and equally its talent retention capabilities.

Such initiatives include the introduction of E-learning materials in five languages and the company’s live in-house training platform from LessonDesk, a comprehensive new employee assistance programme, access to affordable healthcare for employees and more specialised and tailored training programmes.

What’s more, Hungry Lion has a strong focus on career planning, testament to its culture of internal promotion.

“Typically speaking, joining a fast food business as the lowest level of employee, the pay isn’t fantastic and it’s not uncommon for these workers to have bigger aspirations,” explains Basson. “What we’ve realised is you can either listen to and facilitate these ambitions, or your workers will leave and look for opportunities elsewhere. We like to pursue the former, providing clear career paths for our inspirational and aspirational workers. From cashiers to controllers to junior managers to regional managers, and so on, this personal growth structure is in place at Hungry Lion.”

A core part of the company’s ethos, providing key opportunities to reward loyalty and ambition, Hungry Lion offers not just a job but an all-encompassing opportunity to build a prosperous career.

A sound, responsible outlook

Such a humble and grounded approach is not only applied internally, but equally externally through a number of corporate social responsibility initiatives.

These are built around Hungry Lion’s three-pillar CSR strategy, with the organisation contributing towards hunger alleviation, championing change in local communities and promoting skills development.

Between February and March of this year alone, for example, the company provided food for the attendees of a seminar addressing the issue of domestic violence, pupils of an underprivileged primary school during a field trip and fire fighters in the Western Cape, while also supporting a Soweto children’s home and a local police station’s cricket tournament for rural schools.

“It’s an element to our business that we take pride in,” reveals Basson. “We like to show that we care for our communities, customers and especially our employees and their families. There’s a lot of need in Africa from a poverty standpoint and being in the food business we’re able to help local communities in addressing such issues. I wouldn’t say we have a set agenda – ad hoc opportunities arise, and we react accordingly in each of the locations that we’re based, helping to give people a sense of purpose and promote skills of local communities.”

Asked about a particular such initiative that springs to mind, Basson is quick to highlight the company’s efforts in supporting the Zambian people during a cholera outbreak at the beginning of 2017.

He continues: “We immediately lowered the prices of our food, ensuring people could get nutritious, safe and affordable food, we donated money to the government that was used to help with the clean-up process. We even provided sanitation kits to our staff, helping them clean their own living environments to ensure their family’s health.”

Having developed a culture that is firmly centred around providing benefit to all people, whether it’s supporting local communities or providing unrivalled, progressive career opportunities, Hungry Lion’s outlook is unique and admirable.

Opportunity is a word that is creating an atmosphere of excitement within the company at the moment, with continued expansion firmly on the table for Hungry Lion after experiencing double digit percent organic growth over the past two years.

“We’ve set 20 new stores as a benchmark, but realistically this is a ball-park figure on the conservative side,” reveals Basson. “If we can open 50 stores then we’ll do it – if we find a good site where we can profitably trade, we will open. There aren’t any specific limitations.”

New systems and optimised procedures in place, last year’s corporate action, focus on organic growth, and consolidation allowed Hungry Lion to not only transition into independence, but equally provided the platform for the company to gear up for full throttle expansion over the coming years.

“We’re realistic at the same time,” Basson continues. “We understand that we cannot conquer the whole continent in 2019 or 2020, but the plan is to grow as fast as possible. Africa has around 1.2 billon people but in the next three decades this number will double. Further, there are 54 countries across Africa, countries that we know we’ll have a good chance of being able to expand into, whether it be through franchises, joint ventures, or other kinds of partnerships. The opportunities are immense, and I feel our business is a prime example as to why it’s a great time to be investing on the continent right now. I just hope that others will come and join us in the fun!”

Conduct an ethical culture analysis on the Uber establishment/corporation. Please make sure you answer/address the following sections/points based on the Uber corporation.

Provide information on when the unethical behavior has occurred.

1a. Ethical Conflict Management

• Where did ethical conflict management take place?
• How did they handle the ethical issue and was it successfully resolved?

(Please do this for every ethical situation and detail how this occurred. A table would be appropriate here)

1b. Ethical Organization and Performance

• Where did the ethical organization (Uber) take place or fail to take place?
• How could we improve ethical group performance?

1c. Ethical Areas

• What areas in the organization were impacted?

1d. Ethical Performance

• How can we improve organizational performance?

Bob works for Jet Skis Incorporated, and is the top salesperson for the past five years. The manager Bill tells Bob “I have to let you go, good luck finding a new job.” Bob asks why and Bill says “You are an at-will employee, I do not have to give you a reason.” Bob, who is 44 years old, notices three other employees were also terminated, all identified as Hispanic ethnicity, over 40 years of age. Does Bob have any actionable claim he can file against the company? Explain what is the bases of his claim?

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Zoey Responded with:

I’m hopeful that Bill is not a manager in the HR department! Bob absolutely has an actionable item against Bill and Jet Skis, Inc. for several reasons that he must prove – which should not be hard based on the information presented. Federal and state discrimination statues prohibit employers (except in the state of Montana) from basing employment decisions on an employee’s race, color, religion, sex, national origin, age, disability or veteran status.[1] Although the laws governing employment vary from state to state (and Country to Country), there are a few basic elements for Employment-At-Will (or Termination-At-Will) suggesting that employers may dismiss at will for good cause, for no cause, or even for a cause that is morally wrong. However, there are limitations to employment-at-will which can include fixed-term contracts as well as proscriptive and retaliatory statutes. The proscriptive limitations generally prohibit discharge based on employee characteristics, such as laws barring discrimination on the basis of age, race, or disability. On the other hand, retaliatory statutes bar discharge in response to something an employee has done, such as whistle-blower protection or laws prohibiting a company from firing an employee who has filed a workers’ compensation claim.[2] Additionally, the reason for dismissal must not violate federal or state law.[3]

The Age Discrimination in Employment Act (ADEA) forbids age discrimination against people who are age 40 or older.[4] - Bob is 44 years old. The Equality Act of 2010 says that you must not discriminate based on color, nationality (including citizenship), ethnic or national origins, and racial groups.[5] - the given scenerio presents Bob as one of four employees terminated who are all of Hispanic ethnicity and all over the age of 40. Without additional information, it does appear that the EEOC would at least open an investigation into Bob's termination.  Bill's actions would be very difficult to defend in court without written and substantiated documentation for the termination of the employees.

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Now for chegg, I want you to respond to Zoey in a minimum of two paragraphs or more. Focus on Zoey's statement and respond to that.