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 ?

Using a level strategy and the following data, what is the production level for each month?

A. 13,200

B. 14,000

C. 12,900

D. 12600

2. Using the level strategy what is the ending inventory for June?

A. 50

B, -200

C. 0

D. 200

Research and develop a MS Word document of at least 2000 words that:

1) Discusses a renewable/sustainable energy project in the U.S.

2) The paper must include the background/history of the project. Who are the champions of the project? Who are the beneficiaries of the project? Is there an economical impact? Your opinion of the sustainability of the project.

3) State whether you are for or against the the effort and why.

4) Write a one or two paragraph conclusion stating what would you say to a decision maker to persuade them.

Explain basic employee motivation strategies.

Why a company would consider going public? What are some of the advantages and disadvantages?

Attention: Explain. Please answer in the form of paragraph, no bullet points or numerical and I will rate. Thank you in advance!

Instructions

Write a post for the Discussion Question on this topic, 1–2 paragraphs in length.

The product that i am marketing is about Nike shoes.

Part 1: Current Status

What are the global implications for the product or service you are marketing? What are the global implications of your marketing strategy and recommendations?

You should consider whether there are any global factors related to the marketing environment in which you operate, your targeting and segmentation strategy, and any aspect of the marketing mix: product, price, place (distribution), promotion.

The documentary, Final Offer follows collective bargaining negotiations between General Motors and the Canadian branch of the United Auto

Workers (UAW) union.

1. Describe the 3 most interesting/surprising aspects of the firm (and why you found them interesting or surprising). Each response should be at least 3-4 sentences

ThyssenKrupp Elevator Canada

INTRODUCTION During a lunchroom break, a male employee at ThyssenKrupp decided to take up a dare from a fellow colleague for $100 and the Jackass-like prank was videotaped then posted to YouTube. When it came to the attention of the HR manager and other senior management, the employee was fired for violating company policy. The employee argued in court that the organizational culture allowed such behaviour. But would the Ontario Labour Relations Board (OLRB) agree?

BACKGROUND ThyssenKrupp Elevator Canada was subcontracting elevator installation at a construction site in downtown Toronto where a large office building was being built. All the workers on the site, including those from ThyssenKrupp, and the main contractor of the site, PCL Construction, were male and the culture of the workplace was described as a “macho” environment where pranks were played. There were reportedly pictures of women and provocative calendars hanging on walls, as well as signs displaying vulgar humour. There was little concern about these as access to the building was restricted to people involved in the construction project. One of ThyssenKrupp's employees at the site was an elevator mechanic. He and several other employees engaged in what he called “picking” on each other and playing pranks to keep things light at work. They also watched pornographic scenes on a worker's iPod and episodes of the television show Jackass, which features individuals doing stupid activities on dares.

ESCALATION OF PRANK BEHAVIOUR Over a period of a few weeks, the mechanic and other employees performed more and more pranks that copied some of the ones they saw on the Jackass show. Typically these events took place in the basement lunchroom where employees gathered for breaks and meals, to change clothes, and to socialize. Soon, money was being offered on dares to do certain actions. For example, one ThyssenKrupp employee accepted a dare that involved a $60 payment—money collected from fellow employees, including three foremen. The dare involved the employee eating spoiled food found in the common refrigerator of the lunchroom. A couple of weeks after the first dare, the mechanic was observed playing with a stapler in the lunchroom on a break. One of the foremen walked in and jokingly said, “What are you going to do with that? Why don't you staple your nuts to something?” The mechanic jokingly replied that he'd do it “if you get enough money.” Though he claimed it was intended as a joke, word spread within a few hours, and soon $100 was raised among seven other ThyssenKrupp and three PCL employees. Another four people were in the lunchroom later that afternoon watching when the mechanic decided to go ahead with the staple dare. He proceeded to drop his work uniform trousers and staple his scrotum to a wooden plank, which was met by “cheering and high fives,” according to the mechanic. With the mechanic's knowledge, the prank was filmed on video. Included on-camera were all those employees present, wearing full worksite uniforms, PCL logos on hats, and TK shirt patches—all easily identifiable and recorded by a worker who was present that day. The mechanic was advised at a later date that the event was posted on YouTube. Initially, the mechanic did nothing about the YouTube posting, but eventually asked for it to be taken off the site. To ensure this was done, the mechanic went back to YouTube searching for the video clip, but couldn't find it. He assumed it had been removed, however it was not—he just didn't search correctly. In total, the video clip was assessable on YouTube for two weeks, during which time many employees in the construction industry watched it. It was during these two weeks that ThyssenKrupp became aware of the video after the HR department received an email with a link to the video, and several people discussed it with a ThyssenKrupp executive at a construction labour relations conference. Conference participants insisted the employee was from ThyssenKrupp, and they questioned how the company could allow something like that to happen during work hours. At this point, ThyssenKrupp management reviewed the video one more time and decided that the mechanic had violated its workplace harassment policy, which prohibited “practical jokes of a sexual nature which cause awkwardness or embarrassment.” The mechanic was fired for “a flagrant violation” of ThyssenKrupp's harassment policy and risking the company's reputation.

CULTURE AT FAULT Upon being fired from his job, the mechanic filed a grievance with the OLRB. He argued that dismissal was too harsh given the culture of the workplace which was accepting of that type of behaviour. He also said no one told him not to do it, no one expressed displeasure, and no one mentioned they were offended. He argued that other employees had done stunts but questioned why he was the only one disciplined for his actions. He also claimed to have never seen the workplace harassment policy, even though it was part of the orientation package.

THE DECISION In July 2011, the OLRB found the mechanic's misconduct on the employer's premises, plus his permission to record it, “patently unacceptable in almost any workplace.” The fact that his employer was easily identified in the video clip contributed to the decision. The fact that the mechanic claimed not to have known about the corporate harassment policy was irrelevant—he should have known better. The OLRB also dismissed as irrelevant that no one protested or objected to the prank during the lunch break, which the mechanic argued was “not during work hours.” The court stated that ThyssenKrupp has an interest in preventing such horseplay and stunts in the workplace. They are in a safety-sensitive industry and such employee misconduct places the firm's reputation in jeopardy. The seriousness of the mechanic's misconduct also superseded any other factors, such as his claim of being a good employee with a clean record and the argument around the culture. There was no evidence that the company was aware of other pranks, and his role as the principle offender wasn't diminished by the culture, said the board. In dismissing the mechanics grievance, the board stated, “If (ThyssenKrupp) employees want to emulate the principles of Jackass by self-abuse, they may be free to do so when they are not on the (employer's) premises and cannot be identified as being associated with (ThyssenKrupp).”

Question 1. What corporate values did ThyssenKrupp refer to when deciding to terminate the mechanic? What are the health and safety issues involved here? Do you think an informal work environment is leading towards a lack of strict health & safety policy at the workplace?

Question 2. Considering that the mechanic claimed that the ThyssenKrupp culture contributed to such behaviour, in your opinion, does ThyssenKrupp need to change its corporate culture? If not, why not?

Question 3. Are there any Tort issues involved here? What other legal issues are involved here? Explain

Question 4. Did the Ontario Labour Relation Board (OLRB) accept the defense that organizational culture contributed to the employee behaviour? Explain their reasoning. Considering the company’s work environment, what factors need to be considered while updating the company’s health & safety policy?

Each question may be answered in about 150 to 200 words.