QUESTION 13

1. In goal-setting theory, ____ refers to the degree to which goals are concrete and unambiguous.

2 points   

QUESTION 14

1. Graduate students want to have assistantships with professors who are well known in their scholarly fields, who have won prestigious awards, or who are working on some innovative project that may well lead to fame. The graduate students are being drawn by the professors':

2 points   

QUESTION 15

1. The first step in the perception process is to:

2 points   

QUESTION 16

1. The ____ style in Hersey and Blanchard's situational theory is for ____ subordinates.

A case of ethics: The New Hampshire Supreme Court

September 2000 saw the historic impeachment trial of David Brock, Chief Justice of the New Hampshire Supreme Court, on four counts: making an improper call to a lower court judge in 1987; soliciting comments from a fellow justice on his own divorce case; lying to investigators; and allowing judges to comment on cases in which they had a conflict of interest. The situation arose after an investigation by the New Hampshire Attorney General shortly after receiving a memo from the Supreme Court Clerk, Zibel, detailing ethical violations relating to Justice Thayer’s divorce case and listing concerns about some of the court practices.

An impeachment trial is held to determine whether a judicial officer should be removed from office. The trial is heard by members of the New Hampshire Senate (elected representatives).

Brock had been a judge for 22 years, the last 14 of which was spent as Chief Justice. The Chief Justice is responsible for the efficient operation on New Hampshire courts and is the administrative head of the Supreme Court—a system funded through the State’s budget. Judges are nominated by the Governor and confirmed by the Executive Council. A Judicial Conduct Committee existed to establish ethical standards and provide guidelines to judges for their maintenance.

1. Maladministration or malpractice in connection with the 1987 case:

It was alleged that Chief Justice Brock phoned Trial Judge Gray in May 1987 to ask him about the status of his decision on a lawsuit in which a local company, Strafford Fuels, was the plaintiff. The owner of Strafford Fuels was the New Hampshire Senate majority leader, Ed Dupont. The phone conversation was to remind Gray of Dupont’s powerful position. Another Superior Court Judge commented that ‘The subject matter of this case did not warrant the treatment it got.’

Brock says he didn’t make the call to Gray but phoned the clerk of the court—Gray says he received the call. The charge also stated that Brock failed to report the call. Gray stated that the call was a ‘lapse in ethics’ and at the hearing said—‘Have I had lapses in ethics? Has anyone in this room had lapses in ethics? If so, raise your hand.’ Another Court Judge backed Gray’s testimony saying he recalled Gray joking with him the same day about the call. In a November 1987 letter from Brock to the Senate President, Brock said he had spoken to Gray about ‘our mutual friend’ and the matter would receive ‘prompt attention.’

The Supreme Court discovered the phone call situation when they investigated Gray, in 1987, for making three inappropriate off-the-cuff remarks. The court concluded it was likely Brock had made the call, but felt that the case had not received special treatment.

At the impeachment hearing, the Senate President talked about strained relationships with Brock who told him that if the Legislature did not pass the court budget as submitted, he would ‘order us to.’

2. Maladministration or malpractice in connection with the case of

Thayer v Thayer:

The story was as follows: Thayer, a Supreme Court Justice, was going through an acrimonious divorce. In February, Brock announced, at a meeting attended by Thayer, the appointment of two judges to a panel hearing Thayer’s divorce case. Thayer claims that in a hallway conversation, Brock asked his opinion about the judges, and that he (Thayer) objected to one of them. Brock denies this conversation ever took place. A replacement judge was named to hear the case.

The allegations surrounding Thayer were investigated and Thayer resigned to avoid prosecution.

3. Knowingly testifying falsely under oath to the House Judiciary Committee:

Brock was alleged to have provided false testimony to the House Judiciary Committee. A key set of documents were issued relating to the case. At one point during the investigation, Brock was asked by the House Judiciary Committee, ‘Do you have … [these documents]?’ He replied ‘No.’ It was revealed that he had held the documents but not at that moment in time because he had handed them to his counsel.

4. Maladministration by allowing a practice whereby recused justices could influence opinions in cases from which they were recused:

Justices are required to recuse (disqualify) themselves from any case in which they have an interest. The charge stated that Brock routinely allowed high court justices to comment on cases from which they had recused themselves. During the hearing, justices said that any conversations about such cases related to the language of the decision and not to the decision itself. They also claimed that this practice was not unusual but had gone on for a number of years—even prior to Brock’s appointment as Chief Justice.

After a three-week trial, Brock was acquitted of all charges, seven senators voting to convict and 15 to acquit.

Questions:

1. Why is this case important?
2. What factors do you think influenced the situation and how do these relate to organizational culture?
3. If you were the new Chief Justice, what changes would you make, why, and how?

Can you explain why the Social Job can developing relationships without the limitations of distance.

John, Lesa, and Trevor form a limited liability company. John contributes 60 percent of the capital, and Lesa and Trevor each contribute 20 percent. Nothing is decided about how profits will be divided. John assumes that he will be entitled to 60 percent of the profits, in accordance with his contribution. Lesa and Trevor, however, assume that the profits will be divided equally. A dispute over the profits arises, and ultimately a court has to decide the issue. What law will the court apply? In most states, what will result? How could this dispute have been avoided in the first place? Discuss fully.

Aron, a college student, signs a one-year lease agreement that runs from September 1 to August 31. The lease agreement specifies that the lease cannot be assigned without the landlord’s consent. In late May, Aron decides not to go to summer school and assigns the balance of the lease (three months) to a close friend, Erica. The landlord objects to the assignment and denies Erica access to the apartment. Aron claims that Erica is financially sound and should be allowed the full rights and privileges of an assignee. Discuss fully whether the landlord or Aron is correct

Susan Harrington continued to drum her fingers on her desk. She had a real problem and wasn’t sure what to do next. She had a lot of confidence in Jack Reed, but she suspected she was about the last person in the office who did. Perhaps if she ran through the entire story again in her mind she would see the solution.

Susan had been distribution manager for Clarkston Industries for almost twenty years. An early brush with the law and a short stay in prison had made her realize the importance of honesty and hard work. Henry Clarkston had given her a chance despite her record, and Susan had made the most of it. She now was one of the most respected managers in the company. Few people knew her background.

Susan had hired Jack Reed fresh out of prison six months ago. Susan understood how Jack felt when Jack tried to explain his past and asked for another chance. Susan decided to give him that chance just as Henry Clarkston had given her one. Jack eagerly accepted a job on the loading docks and could soon load a truck as fast as anyone in the crew.

Things had gone well at first. Everyone seemed to like Jack, and he made several new friends. Susan had been vaguely disturbed about two months ago, however, when another dock worker reported his wallet missing. She confronted Jack about this and was reassured when Jack understood her concern and earnestly but calmly asserted his innocence. Susan was especially relieved when the wallet was found a few days later.

The events of last week, however, had caused serious trouble. First, a new personnel clerk had come across records about Jack’s past while updating employee files. Assuming that the information was common knowledge, the clerk had mentioned to several employees what a good thing it was to give ex-convicts like Jack a chance. The next day,

someone in bookkeeping discovered some money missing from petty cash. Another worker claimed to have seen Jack in the area around the office strongbox, which was open during working hours, earlier that same day.

Most people assumed Jack was the thief. Even the worker whose wallet had been misplaced suggested that perhaps Jack had indeed stolen it but had returned it when questioned. Several employees had approached Susan and requested that Jack be fired. Meanwhile, when Susan had discussed the problem with Jack, Jack had been defensive and sullen and said little about the petty-cash situation other than to deny stealing the money.

To her dismay, Susan found that rethinking the story did little to solve his problem. Should she fire Jack? The evidence, of course, was purely circumstantial, yet everybody else seemed to see things quite clearly. Susan feared that if she did not fire Jack, she would lose everyone’s trust and that some people might even begin to question her own motives.

Answer the following questions with not less than 250 words each         (5 Questions x 5 Marks = 25 Marks)  

1. Explain the events in this case in terms of perception and attitudes. Does personality play a role?
2. What should Susan do? Should she fire Jack or give him another chance?
3. Discuss about the importance of privacy and confidentiality.
4. Explain the shortcuts used frequently in Judging others
5. Explain the stages of group development.

What are the benefits of project management? Based on your readings, how might you improve your project management skills?

• Evaluate the influence of ethics, social responsibility, and legal considerations on strategic planning.  
• Discuss the value of corporate social responsibility (CSR), and determine if Caterpillar Inc.’s CSR meets those values.
• Analyze the role of ethics and social responsibility in developing Caterpillar Inc.’s strategic plan while considering stakeholder needs and agenda.

The manager of​ Alaina's Garden Center must make the annual purchasing plans for​ rakes, gloves, and other gardening items. One of the items the company stocks is​ Fast-Grow, a liquid fertilizer. The sales of this item are​ seasonal, with peaks in the​ spring, summer, and fall months. Quarterly demand​ (in cases) for the past two years is as​ follows:

If the expected sales for​ Fast-Grow are

1,264

cases for year​ 3, use the multiplicative seasonal method to prepare a forecast for each quarter of the year. ​(Round all intermediate calculations to three decimal​ places.)

The first quarter forecast is

Share your thoughts on economic theory in this week's discussion. What are some examples of economic crime? When it comes to victimization, what are some of the costs associated with economic crime? Can the media influence economic crime? How?  Each question should have its own paragraph with complete sentences.

GoGo Airline's parent company is planning to take a cautious approach in launching MegaSaver. In response to the concerns raised by several shareholders, the parent company is exploring the possibilities of dividing its airline business into two distinct departments and monitoring the working capital of the new airline to prevent any liquidity crises. The parent company has requested that you prepare a report which can enable it to make an informed decision. You are required to include the following information in the report: Critical evaluation of the advantages and disadvantages of divisionalisation to the parent company Explanation of various techniques the parent company can use to measure the performance of the proposed divisions and divisional managers Explanation of the importance of non-financial measures in measuring performance Costs associated with various elements of working capital and Methods of controlling various elements of working capital

Tesco is the UK’s largest food retailer, with a sales turnover of more than 67.5 billion. While it has some 638 stores in central Europe, and some 636 in the Far East, most are in the United Kingdom and Northern Ireland, where it has nearly 1,800. This number has increased rapidly as Tesco entered the convenience store market with deals such as the Tesco Express alliance with Esso to run grocery shops at petrol stations. The product range held by the stores has grown rapidly in recent years, and currently stands at 65,000 stock-keeping units (skus) depending on the size of the store as Tesco broadens its presence in the ‘non-food’ market for electrical goods, stationery, clothing and the like. This massive range is supported by 3,000 suppliers, who are expected to provide service levels (correct time and quantities) of at least 98.5 per cent by delivering to Tesco within half-hour time ‘windows’. Volumes are equally impressive. In a year, some 2.5 billion cases of product are shipped from suppliers to the stores.

Tesco states that its core purpose is ‘to create value for customers to earn their life- time loyalty’. Wide product range and high on-shelf availability across that range are key enablers of that core purpose. So how do you maintain high availability of so many skus in so many stores? This question goes to the heart of logistics management for such a vast organisation. Logistics is about material flow, and about information flow. Let us look at how Tesco deals with each of these in turn.

Tesco operates Composite distribution centres (called regional distribution centres, RDCs), which can handle many products at several temperature ranges. The opportunity is to provide a cost-effective daily delivery service to all stores. Typically, a composite distribution centre can handle over 60 million cases per year on a 15-acre site. The warehouse building comprises 25,000 square metres divided into three temperature zones. Each distribution centre (DC) serves a group of between 100 and 140 retail stores. Delivery vehicles for composite depots can use insulated trailers divided into chambers by means of movable bulkheads so they can operate at different temperatures. Deliveries are made at agreed, scheduled times. Ambient goods such as cans and clothing are delivered through a separate grocery distribution network which relies on a stocked environment where orders are picked by store. This operation is complemented by a strategically located trunking station which operates a pick to zero operation for fast-moving grocery on merchandise units that can be placed directly on the shop floor.

So much for the method of transporting goods from supplier through to the stores, but how much should be sent to each store? With such a huge product range today, it is impossible for the individual store to reorder across the whole range (store-based ordering).

Instead, sales of each product line are tracked continuously through the till by means of electronic point of sale (EPOS) systems. As a customer’s purchases are scanned through the bar code reader at the till, the sale is automatically recorded for each sku. Cumulative sales are updated every four hours on Tesco Information Exchange (TIE). This is a system based on Internet Protocol that allows Tesco and its suppliers to communicate trading information. The aim of improved communication is to reduce response times from manufacturer to stores and to ensure product availability on the shelf. Among other things, TIE aims to improve processes for introducing new products and promotions, and to monitor service levels.
Based on the cumulative sales, Tesco places orders with its suppliers by means of electronic data interchange (EDI). As volumes and product ranges increased during the 1990s, food retailers such as Tesco aimed to destock their distribution centres by ordering only what was needed to meet tomorrow’s forecast sales. For fast-moving products such as types of cheese and washing powders, the aim is day 1 for day 2: that is, to order today what is needed for tomorrow. For fast-moving products, the aim is to pick to zero in the distribution centre: no stock is left after store orders have been fulfilled and deliveries to stores are made as soon as the product is picked, which increases the stock availability for the customer. The flow of the product into the distribution centre is broken into four waves and specific products are delivered in different cycles through the day. This means that the same space in the distribution centre can be used several times over.
Source: Harrison,A & Van Hoek,R. (2014). Logistics Management & Strategy Competing through the Supply Chain. Fifth Edition. Prentice Hall International Edition

Question 1
Describe the key logistics processes and supply chain functions used to create value for Tesco’s global supply chain.

Question 2
Differentiate between Tesco’s logistics and marketing channels and the important role in managing their vast product range and customer base.

Public Opinion. Answer the following questions about the public relations campaigns you read about in the third and fourth e-Activities. Attitudes are based on a number of characteristics. Elaborate on how public relations can take advantage of one of these characteristics to shape public opinion. Describe and explain at least one example of how this characteristic was a focus of the selected public relations campaign. One goal of public relations is to manage public opinion on a particular topic. For the public relations campaign you selected, analyze the methods used to shape public opinion. Justify why you think these methods were either successful or unsuccessful.