Servant Leadership - List one organizational situation when this style will be Inappropriate/destructive?

Imagine a worker for a large grocery in the meat department. An incident with the meat grinder has left the worker with significant lacerations on his hands and he is unable to return to work. What type of assistance might he expect from WSIB? What could his manager do to expedite his return to work?Imagine a worker for a large grocery in the meat department. An incident with the meat grinder has left the worker with significant lacerations on his hands and he is unable to return to work. What type of assistance might he expect from WSIB? What could his manager do to expedite his return to work?Imagine a worker for a large grocery in the meat department. An incident with the meat grinder has left the worker with significant lacerations on his hands and he is unable to return to work. What type of assistance might he expect from WSIB? What could his manager do to expedite his return to work?Imagine a worker for a large grocery in the meat department. An incident with the meat grinder has left the worker with significant lacerations on his hands and he is unable to return to work. What type of assistance might he expect from WSIB? What could his manager do to expedite his return to work?

400 words for the answer.

A manufacturing company is selling two products, rods and reels, each at $65 per unit. Rods have a variable cost of $30. Reels have a variable cost of $25. Fixed cost for the company is $22,000.

a. If the sales mix is 1:1, (1 rod to 1 reel) what is the breakeven in units of rods and reels?

b. If the sales mix is 1:1, (1 rod to 1 reel) what is the break-even point in dollars of sales?

c. If the sales mix changes to 1:4, (1 rod to 4 reels) what is the break-even point in units of rods and reels?

d. If the sales mix changes to 1:4, (1 rod to 4 reels) what is the break-even point in dollars of sales?

Jim Watanabe was in his new car, driving down I-5 on his way to work. He dreaded the phone call he knew he was going to have to make. The original go-live date for a pilot implementation of Petrie’s Electronics’s new customer relationship management (CRM) system was July 31. That was only six weeks away, and Jim knew there was no way they were going to be ready. The XRA CRM they were licensing turned out to be a lot more complex than they had thought. They were behind schedule in implementing it. Sanjay Agarwal, who was a member of Jim’s team and who was in charge of systems integration for Petrie’s, wanted Jim to hire some consultants.with XRA experience to help with implementation. So far, Jim had been able to stay under budget, but missing his deadlines and hiring some consultants would push him over his budget limit. It didn’t help that John Smith, the head of marketing, kept submitting requests for changes to the original specifications for the customer loyalty program. As specified in the project charter, the new system was supposed to track customer purchases, assign points for cumulative purchases, and allow points to be redeemed for “rewards” at local stores. The team had determined that those rewards would take the form of dollars-off coupons. Customers who enrolled in the program would be given accounts that they could access from Petrie’s website. When they signed on, they could check their account activity to see how many points they had accumulated. If they had earned enough points, they were rewarded with a coupon. If they wanted to use the coupon, they would have to print it out on their home printers and bring it in to a store to use on a purchase. The team had decided long ago that keeping everything electronic saved Petrie’s the considerable costs of printing and mailing coupons to customers. But now marketing had put in a change request that would give customers a choice of having coupons mailed to them automatically or printing them from the website at home. This option, while nice for customers, added complexity to the XRA system implementation, and it added to the costs of operation. Jim had also learned yesterday from the marketing representative on his team, Sally Fukuyama, that now Smith wanted another change. Now he wanted customers to be able to use the coupons for online purchases from Petrie’s website. This change added a whole new layer of complexity, affecting Petrie’s existing systems for ordering online, in addition to altering yet again the implementation of the XRA CRM. As if that wasn’t enough, Carmen Sanchez was now telling Jim that she would not be ready to let the team pilot the system in her Irvine store. Carmen was saying her store would not be ready by the end of July. Maybe that wouldn’t matter, since they were going to miss the go-live date for the pilot. But Carmen was hinting she would not be ready for months after that. It seemed as if she didn’t want her store to be used for the pilot at all. Jim didn’t understand it. But maybe he should try to find another store to use as the pilot site.Jim was almost at his exit. Soon he would be at the office, and he would have to call Ella Whinston and tell her the status of the project. He would have to tell her that they would miss the go-live date, but in a way it didn’t matter since he didn’t have a pilot location to go live at. In addition to going over schedule, he was going to have to go over budget, too. He didn’t see any way they would be ready for the pilot anytime close to when they had scheduled, unless he hired the consultants Sanjay wanted. And he would have to stop the latest change request filed by marketing. Even more important, he would have to keep the rumored change request, about using coupons for online purchases, from being submitted in the first place. Maybe, just maybe, if he could hire the consultants, fight off the change requests, and get Carmen to cooperate, they might be ready to go live with a pilot in Irvine on October 15. That gave him four months to complete the project. He and the team were going to have to work hard to make that happen. Jim realized he had missed his exit. Great, he thought, I hope it gets better from here.

Question: Information systems development projects are said to fail if they are late, go over budget, or do not contain all of the functionality they were designed to have. Is the customer loyalty program a failure? Justify your answer. If not, how can failure be prevented? Is it important to avert failure? Why or why not?

(Please address all questions in paragraph form)

Adaptive Leadership - List one organizational situation when this style will be Inappropriate/destructive?

1. Please explain in detail what is internal marketing (2 sentences 2 point). Think of four strategies that can enhance a company’s internal marketing (4 sentences 6 points).

2. Please list five different approaches to innovate service (5 sentences 5 points) and give an example (try not to repeat the same examples in the slides) for each approach (5 sentences 5 points).

3. Service providers often use instrumental controls and normative controls to influence customer behavior. For example, car rental companies may want to use these control methods to make their customers follow the non-smoking policy. In this case, please provide an instrumental control method and a normative control method (2 sentences 4 points). Please discuss the conditions under which the normative control method will be more effective? (2 sentences 2 points)

On December 31 of last year, Lauren burst into the family living room and announced that she and Connor (her college boyfriend) were going to be married. After recovering

from the shock, her mother hugged her and asked, “When?” The following conversation resulted:

Lauren: January 21.

Mom: What?

Dad: The Now Wedding will be the social hit of the year. Wait a minute. Why so soon?

Lauren: Because on January 30 Connor, who is in the National Guard, will be shipping out overseas. We want a week for a honeymoon.

Mom: But Honey, we can't possibly finish all the things that need to be done by then. Remember all the details that were involved in your sister's wedding?

Even if we start tomorrow, it takes a day to reserve the church and reception hall, and they need at least 14 days' notice. That has to be done before we can start decorating, which takes 3 days. An extra $200 on Sunday would probably cut that 14 day notice to 7 days, though.

Dad: Oh, boy!

Lauren: I want Jane Summers to be my maid of honor.

Dad: But she's in the Peace Corps in Guatemala, isn't she? It would take her 10

days to get ready and drive up here.

Lauren: But we could fly her up in 2 days and it would only cost $1,000.

Dad: Oh, boy!

Mom: And catering! It takes 2 days to choose the cake and decorations, and Jack's Catering wants at least 5 days' notice. Besides, we'd have to have those things before we could start decorating.

Lauren: Can I wear your wedding dress, Mom?

Mom: Well, we'd have to replace some lace, but you could wear it, yes. We could order the lace from New York when we order the material for the bridesmaids' dresses. It takes 8 days to order and receive the material. The pattern needs to be chosen first, and that would take 3 days.

Dad: We could get the material here in 5 days if we paid an extra $20 to airfreight it. Oh, boy!

Lauren: I want Mrs. Jacks to work on the dresses.

Mom: But she charges $48 a day.

Dad: Oh, boy!

Mom: If we did all the sewing we could finish the dresses in 11 days. If Mrs. Jacks helped we could cut that down to 6 days at a cost of $48 for each day less than 11 days. She is very good too.

Lauren: I don't want anyone but her.

Mom: It would take another 2 days to do the final fitting and 2 more days to clean and press the dresses. They would have to be ready by rehearsal night. We must have rehearsal the night before the wedding.

Dad: Everything should be ready rehearsal night.

Mom: We've forgotten something. The invitations!

Dad: We should order the invitations from Bob's Printing Shop, and that usually takes 7 days. I'll bet he would do it in 6 days if we slipped him an extra $20!

Mom: It would take us 2 days to choose the invitation style before we could order them and we want the envelopes printed with our return address.

Lauren: Oh! That will be elegant.

Mom: The invitations should go out at least 10 days before the wedding. If we let them go any later, some of the relatives would get theirs too late to come and that would make them mad. I'll bet that if we didn't get them out until 8 days before the wedding, Aunt Ethel couldn't make it and she would reduce her wedding gift by $200.

Dad: Oh, boy!!

Mom: We'll have to take them to the Post Office to mail them and that takes a day. Addressing would take 3 days unless we hired some part-time girls and we can't start until the printer is finished. If we hired the girls we could probably save 2 days by spending $40 for each day saved.

Lauren: We need to get gifts for the bridesmaids. I could spend a day and do that.

Mom: Before we can even start to write out those invitations we need a guest list. Heavens, that will take 4 days to get in order and only I can understand our address file.

Lauren: Oh, Mom, I'm so excited. We can start each of the relatives on a different job.

Mom: Honey, I don't see how we can do it. Why, I've got to choose the invitations and patterns and reserve the church and . . .

Dad: Why don't you just take $3,000 and elope. Your sister's wedding cost me $2,400 and she didn't have to fly people up from Guatemala, hire extra girls and Mrs. Jacks, use airfreight, or anything like that.

• Using the time estimates offered in the case create a simple timeline/schedule. This need not be detailed, just the basics are sufficient.

On December 31 of last year, Lauren burst into the family living room and announced that she and Connor (her college boyfriend) were going to be married. After recovering

from the shock, her mother hugged her and asked, “When?” The following conversation resulted:

Lauren: January 21.

Mom: What?

Dad: The Now Wedding will be the social hit of the year. Wait a minute. Why so soon?

Lauren: Because on January 30 Connor, who is in the National Guard, will be shipping out overseas. We want a week for a honeymoon.

Mom: But Honey, we can't possibly finish all the things that need to be done by then. Remember all the details that were involved in your sister's wedding?

Even if we start tomorrow, it takes a day to reserve the church and reception hall, and they need at least 14 days' notice. That has to be done before we can start decorating, which takes 3 days. An extra $200 on Sunday would probably cut that 14 day notice to 7 days, though.

Dad: Oh, boy!

Lauren: I want Jane Summers to be my maid of honor.

Dad: But she's in the Peace Corps in Guatemala, isn't she? It would take her 10

days to get ready and drive up here.

Lauren: But we could fly her up in 2 days and it would only cost $1,000.

Dad: Oh, boy!

Mom: And catering! It takes 2 days to choose the cake and decorations, and Jack's Catering wants at least 5 days' notice. Besides, we'd have to have those things before we could start decorating.

Lauren: Can I wear your wedding dress, Mom?

Mom: Well, we'd have to replace some lace, but you could wear it, yes. We could order the lace from New York when we order the material for the bridesmaids' dresses. It takes 8 days to order and receive the material. The pattern needs to be chosen first, and that would take 3 days.

Dad: We could get the material here in 5 days if we paid an extra $20 to airfreight it. Oh, boy!

Lauren: I want Mrs. Jacks to work on the dresses.

Mom: But she charges $48 a day.

Dad: Oh, boy!

Mom: If we did all the sewing we could finish the dresses in 11 days. If Mrs. Jacks helped we could cut that down to 6 days at a cost of $48 for each day less than 11 days. She is very good too.

Lauren: I don't want anyone but her.

Mom: It would take another 2 days to do the final fitting and 2 more days to clean and press the dresses. They would have to be ready by rehearsal night. We must have rehearsal the night before the wedding.

Dad: Everything should be ready rehearsal night.

Mom: We've forgotten something. The invitations!

Dad: We should order the invitations from Bob's Printing Shop, and that usually takes 7 days. I'll bet he would do it in 6 days if we slipped him an extra $20!

Mom: It would take us 2 days to choose the invitation style before we could order them and we want the envelopes printed with our return address.

Lauren: Oh! That will be elegant.

Mom: The invitations should go out at least 10 days before the wedding. If we let them go any later, some of the relatives would get theirs too late to come and that would make them mad. I'll bet that if we didn't get them out until 8 days before the wedding, Aunt Ethel couldn't make it and she would reduce her wedding gift by $200.

Dad: Oh, boy!!

Mom: We'll have to take them to the Post Office to mail them and that takes a day. Addressing would take 3 days unless we hired some part-time girls and we can't start until the printer is finished. If we hired the girls we could probably save 2 days by spending $40 for each day saved.

Lauren: We need to get gifts for the bridesmaids. I could spend a day and do that.

Mom: Before we can even start to write out those invitations we need a guest list. Heavens, that will take 4 days to get in order and only I can understand our address file.

Lauren: Oh, Mom, I'm so excited. We can start each of the relatives on a different job.

Mom: Honey, I don't see how we can do it. Why, I've got to choose the invitations and patterns and reserve the church and . . .

Dad: Why don't you just take $3,000 and elope. Your sister's wedding cost me $2,400 and she didn't have to fly people up from Guatemala, hire extra girls and Mrs. Jacks, use airfreight, or anything like that.

Considering the list of items Lauren and Mom plan for the wedding, identify a contingency plan for three key items essential to the wedding. The list may not include the three original items you suggested alternates for, but it may include the alternates since you may assume that Lauren loved your suggestions. Why are these items essential to the wedding and therefore in need of a contingency plan?

Whether and how the voting is the personal responsibility of every citizen,

and whether and how citizens have a social responsibility to consider how their individual vote will affect the diverse interests of the broader community?

E Price  
a) Identify the price point ranges for each product type for business to consumer and for business to business.
Create a table to summarize the products (services) and the price points.
It could be bronze, silver, gold or small, medium, and large etc for different product types coffee, tea, brownies etc or TV's, phones etc. If the service is free to consumers explain why? How does the company make money? What is the price they charge to businesses for the different services? Discuss if some services are provided free to consumers and if the service can be upgraded for a fee that might suggest a Good, Better, Best pricing strategy.

b) Discuss why or why not you feel their strategy is penetration pricing or skimming.  
c) Discuss if they segmented the market by price or some other segmentation approach.
d) What is the annual revenue for Facebook inc?

Describe the situation of the major Hispanic American groups in terms of acculturation and integration. Which groups are closest to equality? What factors or experiences might account for the differences between groups? In what ways might this statement be true: "Hispanic Americans are remaining pluralistic even while they assimilate"?

Transformational Leadership - List one organizational situation when this style will be Inappropriate/destructive?

It seems to be very common sense to not have HR practices that are competing with one another. Why does this happen and what would be your recommendations to managers to try to avoid this scenario?

Provide examples from your work experiences in which incongruent HR practices existed. What was the impact on performance, motivation, and turnover?

ABC drug company has hired you as a consultant to hire the following positions:

1. Production Supervisor (Factory)
2. Health and Safety Specialist
3. Financial Analyst
4. HRIS (Human Resource Information System) Specialist
5. Corporate Communication Director
6. Recruiter

ABC wants you to independently develop the job specification (KSAOs) of the jobs, and submit a proposal as how you would like to recruit, screen and then conduct employment testing prior to the final employment interview.

Instruction: for any four job of your choice from the above list and prepare the following:

1. Develop a job specification (KSAOs) of your picked job.

(if you are not sure about the job description and specification of your picked job, you can do some research in the internet using NOC, O*Net or other available resources. These specifications may vary from student to student. Its ok)

Based on your developed job specification (KSAOs) and course learning (lecture, text, class activities) answer the following:

2. Propose suitable recruitment sources (not more than 4) explaining the reasons behind your choices.

3. Propose a screening strategy, outlining each stage of screening and the resources and tools to be used. (Here you need to assume a reasonable volume of applications that you expect to receive)

4. Propose suitable employment tests for the screened candidates (not more than 4) with justifications and legal implications for using them.

5. Timing of recruitment plan indicating each stage of your initiatives up-to the completion of employment testing (Here, again, you need to have your estimates of candidates in each stage)