how can i make my career portfolio ? give any example of any public job, and what are contents of career portfolio

Background: Johnson & Johnson is a global market leader when it comes to Baby products including Wipes & Toiletries (Shampoo, Conditioner, Powder, Moisturizer)

Situation: A recent accusation was risen against J&J highlighting that their products contain Talcum Powder which contains cancerous substances which later-on reflect onto the baby after usage. This accusation was scientifically proven to be FALSE. However, effect of worldwide media negatively impacted the general perception of consumers & thus, is still resulting in J&J shares decline. One vital market where this accusation was blown out of proportion is India. The average Indian consumer is believed to avoid any J&J product today as a result of the false news.

Question: What can J&J propose as a long-lasting, sustainable solution, in terms of population awareness in the UAE in order to bring back the faith of the Indian consumer and win them over again from competitors?

HINT: A good example would be the way Coca Cola advertisements & commercials appeal to sympathy & emotions, giving consumers the perception that they care on a personal level.

Evaluate current methods of job analysis, recruitment, selection, training/development, performance appraisal, promotion, and separation.

In the fashion business, faux pas can be costly. In order to hem back the risk writes The Wall Street Journal (Sept. 9, 2013), some retailers are increasingly turning to trend forecasting and analytics (the topic of Chapter 4). For an average annual fee of $7,000-$15,000, customers get access to forecasts of fashion trends and data offering ideas for colors, fabrics, and cuts. Fashion companies use the data to plan their latest collection or show.

“Fashion forecasters have always been used but they’re more accessible now because of the technology,” says a Marks & Spencer exec. “They are important, not always to lead but to re-evaluate and help confirm you’re on the right track.”

Forecasters claim to save their clients travel expenses, the cost of freelancers paid to photograph trendy people, and time spent trawling the vast cache of fashion data on the Internet. “We can’t get rid of risk but we can mitigate risk,” says the CEO of the forecasting firm Stylesight.

“Forecasters take the information and package it in a way that speaks the language of the retailers and manufacturers. Then it’s our job to decide what makes sense for our business; we have to filter it again,” says Kohl’s VP. “Fashion moves so quickly. Companies like Stylesight, which are updated every day, are really useful in order to make sure we have the right information. They offer us an industry eye on all of the information, broken down by print, color, and classification like sweaters of woven tops.”

Retailers say the information forecasters provide has become an important part of how they tap consumers, who spend less, shop online more and demand the latest outfits in increasingly tight time frames.

Discussion questions:

1. Why do large retailers like Macy’s and Kohl’s need forecasts of fashion demands?

2. What forecasting techniques discussed in Chapter 4 can be applied to this problem?

1. Larry and Gary are two of the three directors of Scary Inc., a corporation which owns a local music club. Without informing Scary’s third director, they secretly vote to enter into a very lucrative contract to purchase all of the club’s alcoholic beverages from “Bloody Mary’s Inc.,” a liquor distributor owned by their sister, Mary. Relying solely on Mary’s representations, Larry and Gary believe that Mary’s prices are fair and competitive. In fact, her prices turned out to be higher than most other local distributors, resulting in significant lost profits for Scary. When Scary’s shareholders learned of the contract with Mary, they sued Larry and Gary personally for damages. If Larry and Gary raise the Business Judgment Rule as a Defense:

i) Explain what elements are generally necessary for the Rule to apply?

ii) Will the Rule protect Larry and Gary from Liability? Why or why not?

How should the law deal with threats by employers to abandon all or parts of their domestic operations for overseas locations if their unions fail to make appropriate economic concessions?

Should the NLRA be modified to prohibit strikes and lockouts in favor of arbitration of negotiation impasses or redefine good faith bargaining to require interest based bargaining?

Choose Standardized Processes over Non-Differentiating Features to reduce ERP implementation failure

3. Explain how to apply effective action-planning skills in career development counselling services and how to establish ongoing professional and follow-up support for clients of career development services.

Part 1: Identifying the Customer and Problem

Describe a primary decision maker in your target segment: who they are, what they like, how they make buying decisions. Describe the primary problem(s) your organization, product or service will help them solve.

Part 2: Factors Influencing Customer Decisions

Provide a brief profile of your target segment using at least three of the following categories:

• Geographic characteristics: e.g., location, region, population size or climate.
• Personal and demographic characteristics: e.g., age, gender, family size, family life stage, income, personality.
• Social and Psychological characteristics: e.g., culture, social class, lifestyle, motivation, attitudes, reference groups, beliefs.
• Situational characteristics: e.g., buying situation, level of involvement, market offerings, frequency of use, brand loyalty.
• B2B/organizational buying considerations: e.g., individual factors, organizational factors, business environment factors, types of complexity

Part 3: Reaching the Customer

Based on this profile, identify 2–3 marketing strategies or tactics you believe would be effective at reaching this target segment, and briefly explain why they are a good fit.

West Coast Architects (WCA) has been operating for the last ten years now. No longer the new kid on the block, the organization has steadily become more professional during your time here.
Five years ago, the company had 50 employees and now has grown to 100 staff in Vancouver, Calgary, and Toronto. You have been successful in your career as a people manager practicing what you learned in your class many years ago. You are managing an HR Department that is based out of Vancouver and has a mixture of recruiters, HR consultants, and payroll staff. You silently take stock of your situation and marvel at how lucky it has been to grow with a company that has really appreciated your contributions. That brass name plaque on your office door could use some polishing as its developing some patina!

question

It’s after work, and you are having a quick drink with a co-worker before heading home. You start to talk about your managers at WCA, and get into a discussion on leadership. Your co-worker asks your opinion on whether you think leaders need to be charismatic. Make an argument for, or against whether a leader needs to be charismatic to be successful.

West Coast Architects (WCA) has been operating for the last ten years now. No longer the new kid on the block, the organization has steadily become more professional during your time here.
Five years ago, the company had 50 employees and now has grown to 100 staff in Vancouver, Calgary, and Toronto. You have been successful in your career as a people manager practicing what you learned in your BCIT OBRG 1105 class many years ago. You are managing an HR Department that is based out of Vancouver and has a mixture of recruiters, HR consultants, and payroll staff. You silently take stock of your situation and marvel at how lucky it has been to grow with a company that has really appreciated your contributions. That brass name plaque on your office door could use some polishing as its developing some patina!

question

COV19 has hit all of the offices. Your boss has asked you to prepare speaking points for Jane (the CEO) on how you will handle the announcement to layoff 50% of the workforce and how the change will affect them. Identify and apply the concepts of change management and leadership on what you would write for Jane to say to all staff about the layoffs

West Coast Architects (WCA) has been operating for the last ten years now. No longer the new kid on the block, the organization has steadily become more professional during your time here.
Five years ago, the company had 50 employees and now has grown to 100 staff in Vancouver, Calgary, and Toronto. You have been successful in your career as a people manager practicing what you learned in your s many years ago. You are managing an HR Department that is based out of Vancouver and has a mixture of recruiters, HR consultants, and payroll staff. You silently take stock of your situation and marvel at how lucky it has been to grow with a company that has really appreciated your contributions. That brass name plaque on your office door could use some polishing as its developing some patina!

question

The Partners have been debating an issue at the last board meeting. WCA is losing market share to a new savvy upstart in Toronto, and it has asked you to help identify the main reasons why the Partners have having such a tough time identifying the problem. Describe three barriers that might cause the Partners to poorly identify the problem(s). An illustrative example in this context should be included for each barrier. Make sure to compliment this by providing the partners with tools and processes in their meetings to help deal with their challenges of identifying problems.

1. You are assigned as a project manager with a given budget, but the cost exceeds the given budget. How do you manage the scope versus cost?
2. During that project, sponsorship makes an additional scope request. How do you manage that type of scope creep?
3. in 300 words or more

West Coast Architects (WCA) has been operating for the last ten years now. No longer the new kid on the block, the organization has steadily become more professional during your time here.
Five years ago, the company had 50 employees and now has grown to 100 staff in Vancouver, Calgary, and Toronto. You have been successful in your career as a people manager practicing what you learned in your 1105 class many years ago. You are managing an HR Department that is based out of Vancouver and has a mixture of recruiters, HR consultants, and payroll staff. You silently take stock of your situation and marvel at how lucky it has been to grow with a company that has really appreciated your contributions. That brass name plaque on your office door could use some polishing as its developing some patina!

question

You have been given the unique opportunity to develop a 'greenfield' site for a new location in Montreal. A greenfield site means that the entire location is new, including employees, managers, structure and practices. You want to ensure that the new office supports self-directed work teams, unlike the Calgary, Vancouver, and Toronto offices which mainly focus on individual performance. Describe four different elements of the organizational and team environment that you need to consider that influence team effectiveness. Feel free to introduce additional element outside the relevant chapter, but please justify your answer.

IN A SIMILAR VEIN ,HOW WOULD YOU ORGANIZE A BUSINESS IN THE 'WORLD' AFTER COVID-19 ?