CLASS : AVIATION

in one (1) to two (2) pages, review a Law that Congress has mandated the FAA to be implemented, that has yet to considered or implemented by the FAA.  You are welcome to use any Law. Further, very briefly describe what if anything you believe congress can or should do about Laws that are promulgated, but not implemented by the FAA.

THANK YOU!!

“There is no luck. Only good marketing” Please provide your opinion about this statement. Please use examples and academic sources to support your discussion. - Discussion in 300 words - Use at least 2 examples to illustrate your discussion - Use at least2 academic sources to support your argument.

You are the senior human resource professional in a company and part of the senior strategic management team. The company is a service company that operates five teleprofit centers of 300 representatives each in the following Florida cities: Jacksonville, Orlando, Gainesville, Tampa, and Miami. The CEO has asked the senior strategic team to develop a HR plan that will allow the company to grow by two more teleprofit centers, which will be located in Jacksonville, Florida. Considering turnover, length of training, hiring success and learning curve for new employeesdevelop a reasonable “hire ahead” plan, which keeps newly trained employees ready to take the place of employees who leave or are promoted to other positions. The “hire ahead” plan must allow no more than 3% of the employee base in each of the new teleprofit centers to consist of newly trained employees. The following factors should be considered while developing the plan: • There is a human resource budget of $3.5M. • From the HR Budget, $200K will be dedicated for recruiting and selection. • Recruiting costs will increase by 30%, but the HR budget will not increase. • Recruiting will be conducted through Monster, CareerBuilder, Sologig, and in various print publications in the listed cities. • There will be 4500 applications received per month from the recruiting efforts. • Average turnover of the teleprofit representatives in the company is 7% per month. • Average turnover of the teleprofit representatives in Jacksonville is 5% per month. • New representatives receive two weeks of training in the classroom and two weeks of “side-by-side” training before they are on their own. • All trainer positions are exempt. • It takes nine months for a representative to be considered “fully trained”. SELECTION PROCESS Choose as many, or as few, of the following steps to create the selection process that applies best to your plan. All applicants who pass these steps will be hired. o Pre-screening- performed by a human resource assistant (nonexempt position) - cost of $20 per applicant; 95% of applicants prescreened are successful and are passed on to a recruiter. o Interviewing- completed by a recruiter (exempt position) - cost of $70 per applicant; 50% of applicants who are interviewed are successful and are then tested. o Employee testing- administered by a human resource assistant- cost of $30 per applicant; 50% of those tested are successful and will have a drug screening check done. o Drug screening- coordinated by a human resource assistant- cost of $35 per applicant; 95% will have a successful drug screening and then have a background check completed. o Background check- coordinated by a human resource assistant using a third party contracted provider- cost of $25 per applicant; 60% will have a successful background check and will be submitted to a credit check. o Credit check- conducted by a human resource assistant-cost of $35 per applicant; 60% will fail the credit check. ISSUES TO ADDRESS The following list represents a minimum guideline of issues that should be addressed:  How does this current hiring process affect the successful filling of current position vacancies?  What process changes can be made to help your budget concerns?  How many new employees have to be hired each month to meet the objectives of the “hire ahead” plan?  What is happening to the vacancy rate?  What is the vacancy rate?  What can be done to improve your vacancy rate?  What can be done to understand the turnover rate?  What can be done to improve the turnover rate?  How does this scenario affect the bottom line of the company?

I am having trouble answering these 2 questions. What is the vacancy rate? What is happening to the vacancy rate? can u please write 2 detail paragraphs for each question. (Thanks)

As you know, the news is often filled with stories of product or service failures. At first glance, it may be difficult for a marketer to pinpoint the cause of the product's failure. As such, prior to a product launch, it is important for marketers to initiate a situational analysis and a SWOT analysis. Based on your understanding of both of these analytical endeavors, which steps are essential to avoiding a product or service failure in the marketplace? Justify your selections with specific reasons, facts, and examples. In replies to peers, agree or disagree with their assessments and explain why.

Question 1

The Dalton Co. is considering hiring the daughter of one of the vice presidents for the position of administrative manager. The daughter, Joyce McGregor, is as well-qualified for the position as any other person who has been interviewed. The position involves responsibility for planning and controlling areas where services and technology are undergoing great change. The company wants a manager who can“grow with the job,” for the position is expected to grow rapidly in scope and status. Although the company has employed relatives of executives for other managerial posts in the company, there is no consensus that employing a relative for the administrative management job will work equally well. The four executives who have the responsibility for making the final decision have evaluated the situation as follows:

1. Alex McGregor, Joyce’s father, feels that since his daughter is well-qualified for the position, she should be hired.

2. Joan Flores, vice president of human resources, also feels that Joyce should be hired. But Flores is aware that the position is subject to much stress and change. Therefore, she feels that special measures must be taken to see that Joyce’s perform-ance is evaluated objectively and impartially. Flores firmly believes that if Joyce should fail to measure up to the job, she should be replaced immediately.

3. Donna Renz, vice president of finance, feels that nepotism in a situation such as this is too much of a gamble. She sees that McGregor's daughter may not measure up, and as a result, the company will be faced with a messy and extremely unpleasant decision. (Why does she feel that the daughter may not measure up, in your opinion? On what basis do you think she is making this assessment?)4. You, as president of Dalton Co., are trying to reconcile the different points of view and reach a decision.

You hold a great deal of admiration and respect for the ability of Alex McGregor, but you know that this is no guarantee that his daughter will perform equally well. Still, as you realize, there is a family tie here. And if you vote against Joyce, what will be the effect upon the father? You appreciate Flores’ point of view and agree wholeheartedly that if Joyce is employed, her performance must be evaluated objectively, and her rating must not be influenced by the position of her father. But, you ask yourself, how can a relative’s performance be evaluated objectively? Who will be responsible for conducting the performance appraisal for Joyce? Should she be required to complete a goals assessment similar to others? Renz has made a good point, too, for you're call that 10 years ago the former president's son-in-law was hired and turned out to be a misfit. It was a sticky situation, and the company had no alternative but to let the son-in-law “gracefully resign.” After that, things were never the same with the former president up to the day he retired. After listening to Alex McGregor, Flores, and Renz evaluate Joyce’s capabilities and express their viewpoints on nepotism, you realize the next step is up to you.

Answer Questions:

Cast your vote and defend your stand by answering each of the following questions.

1. What is your vote?

2. How would you justify your position to each of the three vice presidents if you were asked to do so?

3. How would you proceed to evaluate objectively the performance of an executive's relative such as Joyce McGregor?

Question 2

Ms. Saikley, AM at International BusinessServices, is wondering whether to vote to have a holiday office party this December. She has just spoken with the sales manager, who told her about an incident that happened at another company last holiday season. It seems that the other organization decided to have an “employees only” office party on Friday night from 5 to 8 p.m. at a local downtown restaurant. Two weeks later, the wife of one of the workers burst into the office area and began shouting accusations at an office worker who she thought was having an affair with her husband. It was embarrassing to everyone in the organization and most agreed it was unnecessary. The tantrum became loud and abusive on both parties parts—the wife making accusations and the office worker denying them. The situation became pretty tense at this point.

Answer Questions:

1. If you were the AM of that organization, how would you have reacted to the situation just described? The office worker would have reported to you, and you were the first manager on the scene.

2. Should a policy be written covering office parties? If so, what would be your input on this policy? Should a policy be written concerning visitors who enter the work-place (even family members) and create a disturbance?

What are some patents Tesla holds? Or are they sharing patent information?

SWOT Analysis: Balance the company's strengths, weaknesses, opportunities, and threats to create a competitive position for the company.

Describe a current problem facing your department, organization, or industry that would indicate the need for a simulation model. How best would this problem be solved by simulation versus the other modeling techniques covered in the course? Support your response with rationale from the readings.

Human Resource Planning (HRP) represents a significant improvement on traditional Manpower Planning exercise. Discuss

1. JD’s Firewood is a small locally owned supplier of firewood to consumers that use wood boilers to heat their homes. JD’s offers a variety of seasoned hardwood for sale by the cord with varying prices. In addition, he also sells coal by the ton to customers as a heat fuel. JD’s is interested in determining the breakeven point based on the following expenses: Rent, utilities, and insurance per month is $540.00. Salaries per week are $1,260.00. JD’s Firewood is open 5 days per week. Use two decimal points and round up or down accordingly.
   1. What is the breakeven point in dollars using the information presented below?
   2. What is the breakeven point per day of operation?
   3. Based on the data presented, how much of each product should JD have in stock each week to breakeven?

Servant Leadership - List one organizational situation when this style will be Inappropriate/destructive?

Imagine a worker for a large grocery in the meat department. An incident with the meat grinder has left the worker with significant lacerations on his hands and he is unable to return to work. What type of assistance might he expect from WSIB? What could his manager do to expedite his return to work?Imagine a worker for a large grocery in the meat department. An incident with the meat grinder has left the worker with significant lacerations on his hands and he is unable to return to work. What type of assistance might he expect from WSIB? What could his manager do to expedite his return to work?Imagine a worker for a large grocery in the meat department. An incident with the meat grinder has left the worker with significant lacerations on his hands and he is unable to return to work. What type of assistance might he expect from WSIB? What could his manager do to expedite his return to work?Imagine a worker for a large grocery in the meat department. An incident with the meat grinder has left the worker with significant lacerations on his hands and he is unable to return to work. What type of assistance might he expect from WSIB? What could his manager do to expedite his return to work?

400 words for the answer.

A manufacturing company is selling two products, rods and reels, each at $65 per unit. Rods have a variable cost of $30. Reels have a variable cost of $25. Fixed cost for the company is $22,000.

a. If the sales mix is 1:1, (1 rod to 1 reel) what is the breakeven in units of rods and reels?

b. If the sales mix is 1:1, (1 rod to 1 reel) what is the break-even point in dollars of sales?

c. If the sales mix changes to 1:4, (1 rod to 4 reels) what is the break-even point in units of rods and reels?

d. If the sales mix changes to 1:4, (1 rod to 4 reels) what is the break-even point in dollars of sales?

Jim Watanabe was in his new car, driving down I-5 on his way to work. He dreaded the phone call he knew he was going to have to make. The original go-live date for a pilot implementation of Petrie’s Electronics’s new customer relationship management (CRM) system was July 31. That was only six weeks away, and Jim knew there was no way they were going to be ready. The XRA CRM they were licensing turned out to be a lot more complex than they had thought. They were behind schedule in implementing it. Sanjay Agarwal, who was a member of Jim’s team and who was in charge of systems integration for Petrie’s, wanted Jim to hire some consultants.with XRA experience to help with implementation. So far, Jim had been able to stay under budget, but missing his deadlines and hiring some consultants would push him over his budget limit. It didn’t help that John Smith, the head of marketing, kept submitting requests for changes to the original specifications for the customer loyalty program. As specified in the project charter, the new system was supposed to track customer purchases, assign points for cumulative purchases, and allow points to be redeemed for “rewards” at local stores. The team had determined that those rewards would take the form of dollars-off coupons. Customers who enrolled in the program would be given accounts that they could access from Petrie’s website. When they signed on, they could check their account activity to see how many points they had accumulated. If they had earned enough points, they were rewarded with a coupon. If they wanted to use the coupon, they would have to print it out on their home printers and bring it in to a store to use on a purchase. The team had decided long ago that keeping everything electronic saved Petrie’s the considerable costs of printing and mailing coupons to customers. But now marketing had put in a change request that would give customers a choice of having coupons mailed to them automatically or printing them from the website at home. This option, while nice for customers, added complexity to the XRA system implementation, and it added to the costs of operation. Jim had also learned yesterday from the marketing representative on his team, Sally Fukuyama, that now Smith wanted another change. Now he wanted customers to be able to use the coupons for online purchases from Petrie’s website. This change added a whole new layer of complexity, affecting Petrie’s existing systems for ordering online, in addition to altering yet again the implementation of the XRA CRM. As if that wasn’t enough, Carmen Sanchez was now telling Jim that she would not be ready to let the team pilot the system in her Irvine store. Carmen was saying her store would not be ready by the end of July. Maybe that wouldn’t matter, since they were going to miss the go-live date for the pilot. But Carmen was hinting she would not be ready for months after that. It seemed as if she didn’t want her store to be used for the pilot at all. Jim didn’t understand it. But maybe he should try to find another store to use as the pilot site.Jim was almost at his exit. Soon he would be at the office, and he would have to call Ella Whinston and tell her the status of the project. He would have to tell her that they would miss the go-live date, but in a way it didn’t matter since he didn’t have a pilot location to go live at. In addition to going over schedule, he was going to have to go over budget, too. He didn’t see any way they would be ready for the pilot anytime close to when they had scheduled, unless he hired the consultants Sanjay wanted. And he would have to stop the latest change request filed by marketing. Even more important, he would have to keep the rumored change request, about using coupons for online purchases, from being submitted in the first place. Maybe, just maybe, if he could hire the consultants, fight off the change requests, and get Carmen to cooperate, they might be ready to go live with a pilot in Irvine on October 15. That gave him four months to complete the project. He and the team were going to have to work hard to make that happen. Jim realized he had missed his exit. Great, he thought, I hope it gets better from here.

Question: Information systems development projects are said to fail if they are late, go over budget, or do not contain all of the functionality they were designed to have. Is the customer loyalty program a failure? Justify your answer. If not, how can failure be prevented? Is it important to avert failure? Why or why not?

(Please address all questions in paragraph form)