Griffin believes he is a sophisticated investor and has the ability to select the best funds and outperform market indices. He invests solely with New England Mutual Funds, a very large and well-known family of funds covering the international market. At one point, Griffin was approached by an asset manager from Pawtucket Investments, a much smaller firm by AUM compared to New England and focuses only on select market segments. The asset manager tried unsuccessfully, to persuade Griffin to switch to Pawtucket. When asked why, Griffin responded that New England is familiar and convenient.

C. Discuss two potential behavioral biases Griffin exhibits and justify your response.

What are the four elements of negligence, and what constitutes negligent health care? What types of actions constitute “ordinary” negligence and what are considered “gross” negligence? When are a health care practitioner’s actions criminal, negligent, or both? What defines an intentional tort?

Effective managers stay abreast of current HR topics.

Some relevant issues facing today's managers include: global HRM, labor relations, social media, whistleblower rules, e-HRM/self-service the knowledge economy, outsourcing pros and cons, managing four different generations in the workforce, increasing age of the workforce, employee privacy, the glass ceiling, implications of baby boomer retirements, immigration, social responsibility, elder care, executive pay, and alternative work arrangements.

Select three topics from the list above (or choose other current topics that are not included). Research each topic. For each of your three chosen topics, provide a bulleted list of four or five relevant points that you believe have significance for line managers.

The most widely used methods for evaluating training and development programs are likely to fall short in:

Group of answer choices

measuring the extent to which participants have learned the material in the program.

measuring participants’ satisfaction with the training program.

measuring the opinions of participants in the program.

measuring whether behavioral change has occurred.

Both:

measuring the opinions of participants in the program; and

measuring participants’ satisfaction with the training program

If you were director of training and development at a moderately successful, medium-sized company, which method for evaluating your training programs would have the strongest potential for persuading skeptical company executives that the programs are worthwhile?

Group of answer choices

simple tests of the amount that participants learned in the programs, as indicated by difference scores between pre- and post-tests

the reactions of participants measured after taking part in the programs, combined with self-reported behavioral change assessed about a month after the programs

the anonymous reactions of participants in the programs, as expressed in online surveys

the effect of the programs on bottom-line measures such as revenue or profit

the experience of other companies using the same or similar programs

Which type of pay is matched closely to the competition?

Group of answer choices

bonus pay

indirect pay  

variable pay

base pay   

commission pay

Cousin Billy now enters the room and is fit to be tied because he must testify in his personal injury trial next week. Discuss the techniques of being a good witness generally, and also warn Cousin Billy what he should NOT do as a witness.

Describe how a human resource manager can use goal setting, encouraging creativity, and recognition to improve employee performance.

select any two (2) short-essay topics from the list below.

1.    How are information systems transforming business and what is their relationship to globalization?
2.    What is the difference between e-business, e-commerce, and e-government?
3.    What are the challenges posed by strategic information systems and how should they be addressed?
4.    What are some important database design principles?
5.    Why are radio frequency identification (RFID) and wireless sensor networks valuable for business?
6.    What are the components of an organizational framework for security and control?
7.    How do supply chain management systems coordinate planning, production, and logistics with suppliers?
8.    How has internet technology changed business models?
9.    What are the business benefits of using intelligent techniques for knowledge management?

See APA paper template. Each paper should incorporate the following sections:

1.    Introduction/Overview of the selected topic. (i.e. cloud computing, virtual meetings, outsourcing production, etc.)

2.    Why you selected the topic.

3.    Major milestones in the development of the topic.

4.    Identify and discuss organizations that are using the technology you are writing about and lessons learned from its use.

5.    Discuss future trends and/or developments related to your topic.

6.    Conclusion.

A Tesco case study Introduction Tesco is a customer-orientated business. It aims to offer products that provide value for money for its customers and to deliver high-quality service. Tesco wants to attract new customers, but it also wants to keep its existing customers happy. Building customer loyalty is a cost-effective strategy to grow the business. This is because satisfied customers are a good advert for the business. Tesco has more than a 30% market share of the UK grocery market, nearly double that of its nearest rival. In its 2009/2010 financial year, Tesco earned revenues of £38.6 billion in the UK and employed more than 280,000 people. To keep at the top of its game and to maintain its number one spot in the market, the company needs skilled staff at all levels and in all roles. Roles in Tesco Roles in Tesco range from business development, supply chain management and marketing to finance, store operations and personnel management. Each area of expertise requires leadership and management skills. Tesco aims to develop the leadership qualities of its people throughout the organisation, from administrators and customer assistants to the board of directors. It adopts a similar approach to leadership development for staff at all levels. This is in line with Tesco’s employment philosophy: ‘We believe in treating each other with respect, with everyone having an equal opportunity to get on, ensuring Tesco is a great place to work.’ Berian is a bakery manager Berian manages a team of 17 in a Tesco in-store bakery. One of the key challenges of Berian’s job is to ensure his team produces the right products to meet demand at key times. His usual management approach is to allow the team to take responsibility for achieving the desired result. In this way, the team not only buys into the activity, but also develops new skills. For example, when the bakery expanded its product range and Berian needed to ensure that all the products would be on the shelves by 8.00 am, rather than enforce a solution, he turned to the team for ideas. The team solved the problem by agreeing to split break times so that productivity could be maintained. Berian’s approach produced a positive outcome and increased team motivation. Tesco’s leadership framework sets out not just the skills and competencies but also the personal characteristics and behaviours it expects of its leaders. Tesco looks for managers who are positive, confident and genuine, with the capacity to inspire and encourage their teams. A key part of Tesco’s programme for building leaders is encouraging self review and reflection. This allows staff to assess their strengths and find ways of demonstrating the characteristics that are vital to the long-term development of the business. Stephen is a Tesco store manager Stephen is the manager of a medium-sized Tesco store. He has been with the company for over 10 years and his first job was filling shelves in the dairy section. He is currently working towards the Tesco foundation degree. Stephen directly manages a team of around 20 departmental managers, who between them are responsible for almost 300 people. Stephen’s leadership style is usually to allow his managers to make most operational decisions. However, if, for example, an accident occurs in the store, Stephen may take control to ensure a prompt and co-ordinated response. The best managers adopt leadership styles appropriate to the situation. Stephen’s preferred leadership style is to take a democratic approach. He consults widely as he feels that staff respond better to this approach. For example, when planning a major stock reduction programme, he encourages his managers to put forward ideas and develop plans. This increases team motivation and encourages creativity. Some mistakes may be made, but they are used as a learning experience. However, as a store manager, Stephen deals with many different situations. Some may be business critical and it is important that he responds to these in the most appropriate way. In such situations, Stephen may need to adapt his leadership approach and exert more authority. Martin is Tesco's Programme Manager for Education and Skills Martin is Tesco’s Programme Manager for Education and Skills in the UK. He has a range of responsibilities associated with people, processes and standards. Martin may use a democratic approach when setting training budgets. Managers can suggest ideas to make cost savings and they can jointly discuss their proposals with Martin. By empowering his managers, he gets them to take ownership of the final agreed budget. Laissez-faire is at the other end of the spectrum from autocratic. A laissez-faire manager takes a ‘hands-off’ approach and trusts teams to take appropriate decisions or actions with broad agreed boundaries. For example, Martin might leave an experienced departmental manager to develop a budget. This could be because he trusts that the manager has a good knowledge of the needs of the department and of the business. Factors influencing leadership style People at each level of responsibility in Tesco, from administrators and customer assistants to directors, face different types of decisions. Each comes with its own responsibilities and timescales. These will influence the most appropriate leadership style for a particular piece of work or for a given project or audience. Tesco managers have responsibilities for ‘front of house’ (customer-facing) staff as well as ‘behind the scenes’ employees, such as office staff. Before making a decision, the manager will consider the task in hand, the people involved and those who will be affected (such as customers). Various internal and external factors may also affect the choice of leadership style used. Internal factors include the levels of skill that employees have. Large teams may have members with varying levels of skill. This may require the manager to adopt a more directive style, providing clear communication so that everyone knows what to do to achieve goals and tasks. On the other hand, team leaders may take a more consultative approach with other managers of equal standing in order to get their co-operation for a project. External factors may arise when dealing with customers. For example, Berian may need to use a persuasive style to convince a customer to accept a replacement product for an item that is temporarily out of stock. Critical success factors (CSFs) In order to build a sustainable and robust business, Tesco has set out critical success factors (CSFs). These are linked at all levels to its business goals. Some CSFs apply to all employees. These are: • customer focus – to ensure delivery of ‘every little helps’ • personal integrity – to build trust and respect • drive –to achieve results, even when the going gets tough • team working – to ensure positive relationships in and across teams • developing self/others – to motivate and inspire others. Others are specific to the level of responsibility the person or role has and covers: • analysing and decision making • managing performance • managing change • gaining commitment. • By meeting the requirements of these CSFs, Tesco managers can build their leadership skills & contribute to the growth of the business. • Tesco leaders need to be inspirational, creative and innovative, ready to embrace change and with a long-term vision for achievement. Effective leaders manage by example and in doing so, develop their teams. Tesco encourages all its managers to lead by example. It requires leaders who can motivate, problem solve and build great teams. • Tesco employs people in a wide range of roles and provides a career structure which allows employees to progress through the organisation. Tesco’s process of 360-degree feedback allows its employees to reflect on their own progress and improve. Even if someone starts as working in store filling shelves – as did Stephen – they can progress through the organisation into positions of authority and responsibility. Answer all the below questions:

1-Given the nature of tasks, roles and responsibilities in Tesco for each individual, what are the leadership and managerial skills that should be exhibited by the concerned managers given the Internal and External environment changes.

Macropoland is currently experiencing a recession--consumption and investment are very sluggish, and unemployment is quite high at 9%. Currently, inflation is very low at 0.4% (the historical average rate of inflation is about 2%). The Macropolish President has just hired you as her economic advisor. Your job is to prescribe policy that would enable the economy to recover from the recession. Explain how you could use the standard tools of expansionary monetary policy and expansionary fiscal policy to stimulate this economy towards economic growth.

Develop a response that includes examples and evidence to support your ideas, and which clearly communicates the required message to your audience. Organize your response in a clear and logical manner as appropriate for the genre of writing. Use well-structured sentences, audience-appropriate language, and correct conventions of standard American English.

About Tesla company. ( please include references thank you )

5. Internal Environment: Strengths and Weakness within the Company a. Determine   whether the company   has any strengths and/or weaknesses in the following areas: i. Corporate   structure ii. Corporate   culture iii. Marketing,   finance, operations, human resources,   information technology, etc…[In finance section you   would   need to review   financial   statements or   any financial   information provided   in the case. If you can   get more current   info, use that as well.]
1. Here is where you’ll want to perform some financial analysis using ratio analysis
2. Compare the company’s success   or lack   thereof   with its competitors     
iv. Determine   which   of these factors are   core/essential   to the   success of this   company. Use   the IFAS table,   page 161)

6. Analysis of   Strategic Factors(SWOT)
a. Based on the external and   internal   factors   that you’ve determined for this company, which   ones are key to the company’s success?
b. Based on the issues/problems that you’ve determined,   are the   current mission and   objectives still   appropriate? Should the mission and objectives be   changed? If so, how?   If   they are changed, what will be the effects on the firm?
7. Recommended Strategy (Based on Business or Corporate Strategy concepts)
8. Implementation
a. What step would you recommend   for management to do in order to implement your   recommendations.
b. Is your recommendation financially feasible? Why? c. Lay out the steps   you would take   to implement

Why is it so important for a manager to give his or her employees intrinsic rewards?

The sales and marketing section offers a detailed explanation of your sales strategy, pricing plan, proposed advertising and promotion activities, and product or service's benefits. This is where outline your business's unique selling proposition, describe how you're going to get your goods and/or services to market, and how you're going to persuade people to buy them.

please make a simple marketing plan for a music studio.

Music Studio was started as a way for kids to learn instruments in a fun way. The studio has four instructors that are to be paid as independent contractors. Our target customers are going to be children of all ages, with a focus on children ages 12 to 17.   

Music Studio plans on offering private lessons, group lessons, and online lessons. The private lessons are customized to each students learning style and integrate a fun way to learn music through hands-on experience, technology and musical activities. The group lessons are designed to enhance music fundamental learning with peer interactions. Due to the coronavirus pandemic, the studio also offers online lessons which feature private and group lessons in a virtual learning space. Music Studio offers online lessons via FaceTime, Google Duo OR Zoom.

The music studio offers both group and private instrument lessons. The instruments used are: Piano, voice, violin, viola, guitar, ukulele, theatre, and mini musicians.

The main instructor - who has been studying Music for over 20 years and teaching and performing for over 10 years. She currently holds a Bachelors of Music Technology Performance/Voice along with a Masters in Music Technology – Digital Pedagogy/Voice - both from Duquesne University. Ashley’s past experiences include solo performances, collaborative works, Choral/Orchestral participation, Quartets, Vocal Jazz, Classical Vocal Pedagogy Techniques Recording and Live Sound Engineering

The second instructor is the musical theatre instructor is a professional theatre artist with an array of experience in both the education and theatre industries. She holds a degree in Directing Her main focus is helping students find their artistic voices and to present their art fearlessly and with excellence. Her specialities include acting, improvisation, college audition prep, scene-to-song and group work. The next instructor began her musical journey at the age of 10. recorded and released two EPs and continues to write and record music in her spare time.

The last independent contractor is who serves as the Violin and Viola instructor. s degree in Violin Performance.   The business proposal is to ask the bank for a $20,000 loan. The loan is for five years, and the plan is to repay the bank $4,000 each year.

What kind of Oreo eater are you? Do you love the stuffing most, scraping it off with your teeth and casting the chocolate cookie aside? Or do you need to keep the flavors together and dunk the whole thing in milk to get the most enjoyment? Or are you one of those who finds the filling just a side note, focused more on the cookie crunch? Mondelez, the company that owns the Oreo brand, is determined to find out, by running a vast integrated marketing campaign designed to get consumers to vote for their favorite style of the popular treat, across a variety of channels. To get things started, it initiated a sweepstakes contest, for a $100,000 prize (as well as smaller prizes, like gift certificates and Oreo-branded gear), which people can enter by voting online. The ballot offers five stuffing choices, ranging from Thins and Originals to Double, Mega, and Most Stuf versions. At the same time as the contest runs, branded videos on TikTok, the relatively recent and increasingly popular video-sharing site, promote Oreo as a fun and tasty option. Users can vote on this platform too, by including a branded hashtag in their short shared videos. Although these elements of the campaign are specific to the ongoing debate about how much stuffing is the right amount, they are not the first integrated marketing efforts Oreo has adopted recently. For example, in a partnership with Dunkin’, it created Oreo flavors for donuts and coffees sold in stores. It also gives Alexa owners an option to ask the digital assistant for updates about when new and seasonal cookie flavors will be available. Thus, even though Oreo remains—after 107 years of existence—the top-selling cookie brand, it also is determined to ensure its relevance and appeal to younger consumers. Notably, an estimated 70 percent of TikTok users are between the ages of 13 and 24 years, making it a highly effective channel for reaching young buyers, whether they love the creamy filling or prefer their cookies crumbly.

Case Questions: Q4. Is TikTok an effective marketing channel? Why or why not?

Q5. What other sorts of information can Mondelez gather from consumers’ votes for their favorite style of Oreo?

Subject Marketing