1. Adam is driving down Burbank Blvd. and comes to a stop at a red light when he is rear-ended by Eve, who was not paying attention because she was texting a friend. Adam suffers whiplash injuries to his neck and goes to a physical therapist. His injuries eventually heal, but he has to spend $10,000 on medical bills and misses a month of work and loses $4,000 in wages.

1. What theory of tort liability would Adam sue Eve under? Intentional Tort, Negligence or Strict Liability?

2. What was Eve’s duty of care at the time of the accident?

3. What does Adam need to prove to show “but for causation” and “proximate causation”?

4. How would Adam calculate his damages? What types of things would be included?

5. If Eve had an auto insurance policy of $15,000, but no other assets, how much Adam likely get?

6. In what type of court should Adam file his lawsuit (e.g. criminal, civil, district, bankruptcy, circuit court, etc.?) Who would be the plaintiff? The defendant?

7. Assuming Adam was driving under the influence at the time of the accident. How could Eve use that to her advantage to avoid paying some or all of his damages?

NOTE: This question is from LAW 001 Business Law I

a) It is said that whether a traveller would choose to go to a destination depends on numerous factors which can be summarized by the 'Integrated Model of Tourism'. Identify and explain FIVE Tourism Services Suppliers and give ONE real example of each supplier. b) Based on the Maslow's Hierarchy of Needs, identify the two extreme needs that tourists would mostly be concerned in their travel choices of i) accommodations and ii) attractions. Briefly explain the needs with real examples of travel products.

(1 bookmark)

One of the purposes for studying organizational structure is to determine what the authority relationships are, what the tasks are, and who is responsible for carrying out those tasks. The following story illustrates what happens when the delegation of responsibility is not given to the person in charge of a group of subordinates.

Billy Wagner was a born salesman. He had worked for several companies over the years as a successful salesman. Several times he had been named salesman of the year.

Billy foresaw that metal buildings were a new frontier, and he began to sell them—metal buildings for farms, small businesses, schools, and churches. Billy covered all of Iowa, and he was quite successful in selling the metal buildings. Business was booming so much in Billy’s territory that the metal-building manufacturer and the construction crews were having a problem keeping up with his sales.

To add to the problem, the original manager of the firm (the woman who had hired Billy) resigned and took a job at an airport. Her replacement was full of vim, vigor, and vitality and was determined to get the company rolling again, even though there were some logistical problems that caused the firm to fall further and further behind schedule. After talking to many people (but not Billy) in the firm about the lag in schedule, the new manager finally arrived at a solution. He decided to talk to Billy.

“Billy,” the new manager said confidently, “I know how we can keep up with the schedules. We just need to place a little responsibility in some hands that are strong enough and mature enough to handle it. My investigations have led me to conclude that you can handle this assignment. Now, here’s the plan. Once you have sold a metal building and the construction contract is signed, you are responsible for seeing that the building is erected by the completion date specified in the contract. Understand?”

Billy Wagner thought a moment. He realized this was the kind of challenge that he had always wanted—supreme authority over metal-building delivery. To make sure he understood the new manager, Billy wanted to check one minor item.

“I take it that this means that I’m in charge of the construction crews and can order extra workers and assign overtime as needed, right? And those crews and their straw bosses will know that my word is law, right?”

“Hold on,” the manager choked, “You can’t be in charge of the crews.”

Billy wasn’t through with this argument. “Boss, if I can’t be in charge of the crews and get them moving as I see best, then there’s no way you can hold me responsible for having those buildings up in time.”

These were not words that the new manager wanted to hear. “Now, Billy, you just have to learn how to get along with those crew chiefs, to work with them, and to be cooperative. You just don’t get the point.”

Actually, it was the manager who was not getting the point.

Discussion Questions:

1. What was the organizational problem in this story?

2. Can someone be responsible for something over which that person does not have authority?

3. How should the new manager have handled Billy’s request to be in charge, to be able to order extra workers, to assign overtime, and to know that his word was law?

List the top few leaders (at least 4) at your company that will be involved in the product marketing for a cake company

8.48. Message Strategies: Good News Messages [LO-4]

Amateur and professional golfers in search of lower scores want to find clubs that are optimized for their individual swings. This process of club fitting has gone decidedly high tech in recent years, with fitters using Doppler radar, motion-capture video, and other tools to evaluate golfers’ swing and ball flight characteristics. Hot Stix Golf is a leader in this industry, having fitted more than 200 professionals and thousands of amateurs.

Your task: Imagine that you are the communications director at the Indian Wells Golf Resort in Indian Wells, California. Your operation has just signed a deal with Hot Stix to open a fitting center on site. Write a three-paragraph article that could be posted on the resort website. The first paragraph should announce the news that the Hot Stix center will open in six months, the second should summarize the benefits of club fitting, and the third should offer a brief overview of the services that will be available at the Indian Wells Hot Stix Center. PLEASE don't copy and paste the other answers for this same question, neither of them make any sense whatsoever!

Thank you in advance:)

1. Who can vote in primaries and caucuses? Is it the same in each state?

2. Why is the primary/caucus process referred to as "indirect?'

3. When and where are party nominees formally chosen?

4. Do you think the primary and caucus system is an effective way to select presidential nominees? If so, why? If not, what would be a better way to nominate candidates?

Discuss job criteria and the pitfalls managers must avoid when using job criteria.

Thoroughly discuss the legal considerations associated with appraisal systems.

Thoroughly discuss the importance of training supervisors to administer appraisal systems.

Please By deteils !: Depend On HR course

Why organizations are still adopting traditional methods such as advertising and on-campus visits even when contemporary technologies are available for use?

Identify an example company and 2 impacts on cost and 2 impacts on service for the following types of distribution networks:

-Manufacturer Storage with Direct Shipping

-Manufacturer Storage with Direct Shipping and In-Transit Merge

-Distributor Storage with Carrier Delivery

-Distributor Storage with Last-Mile Delivery

-Manufacturer or Distributor Storage with Customer Pickup

-Retailer Storage with Customer Pickup

-E-Business

Will the 5 components of an information system still be applicable when machine learning and robotic technology becomes omnipresent (i.e. universal)? Why or why not?

Having understood how the future of performance management will be like, think through on how local Malaysian companies is able to transform to a technology and AI based performance management.

Thomas Kratzer is the purchasing manager for the headquarters of a large insurance company chain with a central inventory operation.​ Thomas's fastest-moving inventory item has a demand of 5 comma 850 units per year. The cost of each unit is ​$99​, and the inventory carrying cost is ​$9 per unit per year. The average ordering cost is ​$29 per order. It takes about 5 days for an order to​ arrive, and the demand for 1 week is 117 units.​ (This is a corporate​ operation, and there are 250 working days per​ year). a) What is the​ EOQ? ​(round your response to two decimal​ places). ​b) What is the average inventory if the EOQ is​ used? ​(round your response to two decimal​ places). ​c) What is the optimal number of orders per​ year? ​(round your response to two decimal​ places). ​d) What is the optimal number of days in between any two​ orders? ​(round your response to two decimal​ places). ​e) What is the annual cost of ordering and holding​ inventory? ​ ​(round your response to two decimal​ places). ​f) What is the total annual inventory​ cost, including the cost of the 5 comma 900 ​units? ​ ​(round your response to two decimal​ places).

Given the volume of data surrounding us, data visualization techniques are become important for businesses. What visualization techniques do you find useful and why (e.g. histogram, line graphs, scatterplot, bar chart. etc.)? What challenges do businesses have with big data?