Curt Flood was a National League center fielder who was an All-Star three times and won seven consecutive Gold Glove awards. At the end of the 1969 season, the St. Louis Cardinals traded Flood to the Philadelphia Phillies. Flood rejected the trade, and wrote in a letter to Baseball Commissioner Bowie Kuhn:

After twelve years in the major leagues, I do not feel I am a piece of property to be bought and sold irrespective of my wishes. I believe that any system which produces that result violates my basic rights as a citizen and is inconsistent with the laws of the United States and of the several States.

It is my desire to play baseball in 1970, and I am capable of playing. I have received a contract offer from the Philadelphia club, but I believe I have the right to consider offers from other clubs before making any decision. I, therefore, request that you make known to all Major League clubs my feelings in this matter, and advise them of my availability for the 1970 season.

Flood’s contract, like all major league baseball contracts at the time, contained the following provision: “NOTICE. A club may assign to another club an existing contract with a player. The player, upon receipt of written notice of such assignment, is by his contract bound to serve the assignee.”

The reserve clause, as it was known, also provided that even after his contract expired, a player could not play for another team unless the team that originally signed him agreed to unconditionally release him or the player sat out for a year.

The Commissioner denied Flood’s request, and Flood sued in a case that went all the way to the United States Supreme Court, Flood v. Kuhn, 407 U.S. 258 (1972). There is a link to the full decision in your Resources for this chapter. Flood lost, and after he spent a year away from the sport, the Phillies traded him to the Washington Senators. Flood retired in 1971 with a lifetime batting average of .293 after playing only thirteen games with the Senators.

Although Flood was unsuccessful in his legal battle, his actions led to the end of the reserve system and the beginning of free agency in 1975

analyze the portions of the reserve clause above and explain why such terms would or would not ordinarily be enforceable in a contract. Your response should be between 150 and 300 words.   

Consider how the SWOT analysis might be streamlined for use by individuals. For the following exercise, use the job position you selected for assignment 2 (job analysis) and complete the following: I choose ACCOUNTANT

1. Develop a list of strengths and weaknesses that people could use to rate themselves for the position. As you develop your list, consider the following:

a. What skills and experience might an employer want for that position?

b. What individual characteristics and/or shortcomings may raise a red flag for employers hiring for that position?

2. Similarly, generate a list of possible opportunities and threats. Opportunities and threats have to do with external factors. As you develop your list, consider the following:

a. What sources could be useful for obtaining this information?

b. What could facilitate the hiring of a candidate, or stop a good candidate from being hired, for the position (e.g., increasing use of technology for positions that once used people, increasing supply of qualified employees from other majors). Support your answers.

As a leader or manager when conducting a job interview the vetting of an individual revolves around their experience and education. If the candidate can convince that leader or manager that they hold the right balance of experience and education then great they are hired. Should personality also be considered along with experience and education? Why or why not? Please explain fully with detail and examples.

Think about the last time you had a problem or were disappointed with your own performance, either on the job or in one of your classes. Try to identify the cause or causes of this problem, and discuss what you think could be done to correct it in order to avoid the same problem in the future. In addition, describe the role of your supervisor and/or instructor in helping you to identify potential solutions to problems that may be interfering with your success on the job or with your course(s)?

Formulate the following problem as an LP problem.

Glassco manufactures wine glasses, beer glasses, champagne glasses and whiskey glasses. Each type of glass uses time in the molding shop, time in the packaging shop and a certain amount of glass. The resources required to make one of each type of glass are given below.    At present, 600 minutes of molding time, 400 minutes of packaging time and 500 oz of glass are available per week. Glassco has a contract that must be met - to provide 20 beer glasses to a local bar.   Glassco wishes to maximize profit per week.

In the following MRP planning schedule for Item J, indicate the correct net requirements, planned-order receipts, and planned-order releases to meet the gross requirements. Lead time is one week. (Leave the cells blank, whenever zero (0) is required.)

Describe the structured interview. What are the characteristics of structured interviews that improve on the shortcomings of unstructured interviews? Develop one original situational question and an accompanying rating scale using benchmark responses with assigned values to be used in a structured interview. Be sure to note the task you are targeting for the job.

1. Compare the main ways that jobs can be redesigned, and
2. Explain how specific alternative work arrangements can motivate employees.

Communicate how your organization handled a recent hire. How did those involved in recruitment select the worker for the position?

Janet Johnson, an African American woman, has been working at the Tennessee Hydroelectric plant for 15 years. During that time, his performance reviews have been exemplary. She decided to apply for the new plant foreman position. Although she felt that she was eminently qualified for the position, she also was growing tired of a certain good old boy culture at the plant. For years, the plant has had a culture of highly lewd “jokes,” and many of the employees had also engaged in inappropriate touching of female employees. The plant had an anti-harassment policy on record, but Janet’s boss shrugged and said “boys will be boys” when she reported the harassment to him.

Competition for the position was fierce. But ultimately, Jose Martinez, a Chilean man, received the position. Jose had 7 years of experience. Unbeknownst to the applicants the promotion board secretly ran a credit check on the applicants. Janet credit score came in as lower as average, and this factored into the board’s decision. Although he met the qualifications of the position, one of the hiring managers told Janet in confidence that Janet was the most qualified person for the job. And the other managers had applied a racial preference on Jose’s behalf due to there never having been a Latino manager at the plant even though Latino’s represented 35% of employees at the plant. Janet sues the plant for disparate treatment, disparate impact, and sexual harassment under Title VII.


Questions

1. List the elements of disparate treatment and apply them to this case. Can Janet prove a prima facie case? How would the plant rebuff these charges? Who would ultimately prevail?
2. List the elements of a disparate impact case and apply them to this case? Will Janet prevail on this charge?
3. List the elements of the sexual harassment case and apply them to this case? Can the plant establish an affirmative defense?
4. If the plant argues that it applied a racial preference to Jose to correct a manifest imbalance at the plant of underutilization of certain minorities, will the plant prevail? Why or why not?
5. Was it legal to use the credit check as a factor in the promotion decision the way that it was done here? Why or why not?

Clapper Electronics produces two models of telephone answering devices, model 102 and model H23. Production process consists of two stages, manufacturing and inspection. Manufacturing standard times are 2 hours per unit for model 102 and 1 hour per unit for model H23. Inspection standard times are 1 hour per unit for model 102 and 3 hours per unit for model H23. During next production period, a total of 400 hours are available at manufacturing department and 300 hours are available at inspection department. Each unit of model 102 represent a profit of $9.00 per unit. Each unit of model H23 represent a profit of $7.00 per unit. Management wants to determine the quantity of each product to be produced in order to maximize profit and what will be the amount of that profit.

For the above situation: a) Present the complete Linear Programming Formulation of the problem. b) Solve problem using the Simplex Method in tableau form. All tableaus and calculations must be shown. c) Provide clear answer to management request

If you are the HR manager, what items should you tell a supervisor to include in order to have adequate documentation? List at least 4 items. When should these items be recorded and why is documentation important?   This is related to documenting misconduct.

Plan production for a four-month period: February through May. For February and March, you should produce to exact demand forecast. For April and May, you should use overtime and inventory with a stable workforce; stable means that the number of workers needed for March will be held constant through May. However, government constraints put a maximum of 5,000 hours of overtime labor per month in April and May (zero overtime in February and March). If demand exceeds supply, then backorders occur. There are 90 workers on January 31. You are given the following demand forecast: February, 80,640; March, 69,120; April, 100,240; May, 40,240. Productivity is four units per worker hour, eight hours per day, 24 days per month. Assume zero inventory on February 1. Costs are: hiring, $46 per new worker; layoff, $66 per worker laid off; inventory holding, $12 per unit-month; regular time labor, $12 per hour; overtime, $18 per hour; backorder, $24 per unit.

Develop a production plan and calculate the total cost of this plan. Note: Assume any layoffs occur at beginning of next month. (Leave the cells blank, whenever zero (0) is required. Negative values should be indicated by a minus sign. Round your answers to the nearest whole number.)

Discussion

Accreditation in KSA. Your opinion regarding: Challenges (at each one of the different system level)

Bob​ Carlton's golf camp estimates the following workforce requirements for its services over the next two​ years:

Each certified instructor puts in 480 hours per quarter regular time and can work an additional 120 hours overtime.​ Regular-time wages and benefits cost Carlton $7,200 per employee per quarter for regular time worked up to 480 ​hours, with an overtime cost of $20 per hour. Unused regular time for certified instructors is paid at $15 per hour. There is no cost for unused overtime capacity. The cost of​ hiring, training, and certifying a new employee is $10,000. Layoff costs are $4,000 per employee. Currently 8 employees work in this capacity.

a. Find a workforce plan using the level strategy that allows for no delay in service. It should rely only on overtime and the minimum amount of undertime necessary. What is the total cost of the​ plan?

​b. Use the chase strategy that varies the workforce level without using overtime or undertime. What is the total cost of this plan? (Enter your response as an integer)

C. Consider the following proposed plan for a different demand scenario. In this​ case, each certified instructor puts in 480 hours per quarter regular time. All other cost and capacity values are the same as above.

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