Developing work schedules for variable-cost personnel requires taking into account some considerations that are quite different from those used in developing work schedules for fixed-cost personnel. List and discuss two such considerations.

The growing interdependence of socially, politically, economically, and legally diverse countries is causing firms to revise operating policies and strategies. Explain how to create a uniform code of ethics and what to include in it that is applicable to any business operating in any culture?

Thumbs Up Will Be Given For Answer.

Chapter Topic: The Organization of IB

Please find an INTERNATIONAL BUSINESS article to use. By doing so, YOU NEED to please visit websites such as  Reuters, Bloomberg, Wall Street Journal, etc, and put in the keywords "International Business" and the chapter topic "The Organization of IB​​​​​​​" on the website. You NEED to choose a relevant and interesting article that was made within the PAST COUPLE MONTHS that has to do with "International Business" and the chapter topic "The Organization of IB​​​​​​​". ***MUST INCLUDE LINK FOR ARTICLE USED PLEASE***  (2-3 paragraphs please)

Question:

A) Key international business dimension for the article?

B) How this article relates to the chapter topic "The Organization of IB​​​​​​​​​​​​​​"?

C) Why this article got your attention?

I add the whole article and the instruction what i need/ which information do you need more? THis is a business and ethics question?

CASE ANALYSISThe following case is excerpted from the article below. Instructions follow the case.The Tragic Side of Tide PodsThe colorful laundry packets have become one of P&G’s biggest blockbusters. There’s only one problem—too many kids are getting poisoned by them.Fortune MagazineBy Jake MethFebruary 19, 2019Tide Pods are arguably one of the most successful innovations in the storied, 181-year history of consumer goods leviathan Procter & Gamble. They’re also the top-selling brand in a household-product category that became ubiquitous practically overnight. Eight years ago, liquid-detergent packets were barely a presence in U.S. stores; by 2018 they accounted for nearly one-fifth of the laundry detergent market and $1.5 billion in sales. And P&G, the maker of Tide Pods and another popular brand, Gain Flings, controls 79% of that business.But the design factors that have made laundry pods so successful—their compactness, easy accessibility, and aesthetically pleasing look—are also potentially fatal flaws. Too often, it appears, young children and seniors with dementia mistake them for candy and try to eat them. And when that happens, they’re more likely than other detergents and other household cleaning products to cause serious injury.Laundry pods’ threat to public safety became apparent immediately after their North America launch in 2012. Between 2011 and 2013, the number of annual emergency-department visits for all laundry detergent-related injuries for young children more than tripled, from 2,862 to 9,004.The majority of injuries resolve within 24 hours without long-lasting effects. Still, pods make up 80% of all major injuries related to laundry detergent, according to the American Association for Poison Control Centers (AAPCC), despite accounting for only 16% of the market. In rare cases, long-term complications can ensue. And nine people have died in the U.S.—two children younger than age 2 and seven seniors with dementia—in cases definitively linked to laundry pods.To the extent that most consumers are aware of these dangers, it’s thanks to an asinine Internet trend. In late 2017 a handful of teenagers started posting videos online of themselves eating laundry packets in a surreal viral phenomenon known as the Tide Pod Challenge. That cultural episode cast laundry-pod poisoning as a self-inflicted wound, harming only the irresponsible. But the Challenge has accounted for only a tiny fraction of the injuries caused by this now pervasive product.P&G and other detergent makers, startled by soaring numbers and prodded by regulators, have taken the product back to the drawing board more than once. But despite multiple changes to the pods’ design and exterior packaging, intensive industrywide meetings on the issue, and seven years of brainstorming and testing, the situation has not substantially improved when measured by the total number of calls to poison-control centers and emergency-department visits.Pods have prompted an average of 11,568 poison-control calls a year involving young children since 2013, their first full year on the U.S. market. (The majority of calls, or exposures, involving pods are not associated with serious injuries, but they’re the best population-wide data available to measure pods’ impact on public health.)And when injuries are inflicted, they remain disproportionately severe: In 2017, the most recent year for which figures are available, 35% of pod exposure cases among the whole population wound up being treated in health care facilities; for all other laundry detergents and for household cleaning substances, that figure was 16% when pods were excluded.Consumer advocates and public health experts argue that, for all its well-intentioned efforts, the industry has refused to confront the brightly colored elephant in the room: the swirly, multi-hue design schemes that make the mini-packets look so much like candy. If manufacturers can bring themselves to make all pods look neutral and less inviting, says Gary Smith, director of the Center for Injury Research and Policy at Nationwide Children’s Hospital, “we can design this problem out of existence.”P&G and other detergent makers point to different injury measures, arguing that they’ve brought down the market-adjusted rate of exposures even without such changes, by improving the childproofing of packaging and educating the public on proper safety habits. “Our job is to prevent children from having access to the product completely,” says Damon Jones, P&G’s vice president for global communications and advocacy.While they haven’t ruled out future changes, industry and regulators have announced no plans for a more aggressive safety intervention. But in an era in which many consumer- facing businesses have tremendous leeway to regulate themselves, the Tide Pod dilemma raises urgent and disturbing questions. Has P&G truly reached the limit as to how safe it can make its popular product? With no legal requirements to make pods safer, do ethics require the industry to go further? Can an “improved” product that still causes thousands of hospital visits a year be considered safe? And at what point does the manufacturer’s responsibility for accidents end and the consumer’s begin?That these questions need to be asked testifies to a fundamental truth of America’s consumer product ecosystem: It’s largely up to companies to determine how to respond to a consumer hazard. While government agencies occasionally step in, safety decisions usually come down to business leaders balancing the success of a product against reputational and legal concerns. At least for now, P&G has made its determination: The Tide Pod is safe.I

Instructions: Assume that at this point P&G has two options – they could either do nothing (their current stance) or they could reformulate Tide Pods to assure that they are as safe as other laundry detergent products. Also assume that neither option would break the law, and that reformulation will mean both expense and loss of market share for P&G.Please answer the following questions:1. Which option would a utilitarian say that P&G should pick?2. Which option would a profit maximizer say that P&G should pick?3. Which option would a universalist say that P&G should pick?4. Which option would you chose and why (it does not have to be 1, 2, or 3)

What is the primary issue Courts are concerned with regarding trade symbols? Why? Explain the difference between a trademark being inherently distinctive versus a trademark acquiring secondary meaning in the marketplace. Why are firms concerned with their marks becoming generic in the marketplace?

How does TESLA organize for innovation? Do they use a closed or an open innovation approach? Is its current approach working, or does it need changing? If it does need changing, in what way?

93). Conduct research using the Internet and identify the type of software or management tools that you would utilize to help with each of the major steps in developing the project plan. Summarize the software/suite selected and identify its key capabilities, advantages and disadvantages.

The following table contains the demand from the last 10 months:

a. Calculate the single exponential smoothing forecast for these data using an α of 0.30 and an initial forecast (F₁) of 36. (Round your answers to 2 decimal places.)

b. Calculate the exponential smoothing with trend forecast for these data using an α of 0.30, a δ of 0.40, an initial trend forecast (T₁) of 1.00, and an initial exponentially smoothed forecast (F₁) of 35. (Round your answers to 2 decimal places.)

c-1. Calculate the mean absolute deviation (MAD) for the last nine months of forecasts. (Round your answers to 2 decimal places.)

c-2. Which is best?

• Exponential smoothing with trend forecast

• Single exponential smoothing forecast

Does TESLA seem most focused on account­ing profitability, shareholder value creation, or economic value creation? Give quotes or information from these sources to support your view.

Anthony is a Vice President and works for Phillip at the company Phillip owns. Anthony sees what he thinks is a good deal for Phillip. Without asking whether he has authority to negotiate the deal, Anthony enters into a contract on Phillip’s behalf. Phillip says later that he isn't interested. Is Phillip liable on the contract? Is Anthony liable on the contract? Explain in detail.

Use the Human Factors Analysis and Classification System (HFACS) to investigate and analyze an accident in an oil industry with using the HFACS Taxonomy

Organizational form: List some common forms of business organization, and discuss how access to capital differs across these forms of organization. If you had your own company, what form of business would you have and how would you access capital? Starting a business: What are some of the things that the founder of a company must do to launch a new business? Provide examples on what you would do and what type of business you would have.

Identify and described some ways your organization ensure internal consistent and externally competitive pay systems?   What recommendations would you have for your organization?

Wilson, Inc., is a wholesaler of Protoxid for industrial clients. Demand for Protoxid is stable at 350,000 units per year. Wilson orders the product from its supplier four times a year. An order is placed when the total Protoxid on hand amounts to 25,000 units. This represents a nine-day working supply plus safety stock. The company works 300 days per year. Recently, Wilson management has expressed concern over the costs of carrying inventory and is seeking to evaluate the present inventory order and safety stock policies.

As a part of the study, the following costs were identified with respect to Protoxid:

Invoice price                                                    $ 32.92

Weight per unit                                               1.5 Kg

Shipping charges                                             $1.05 + $640 per truck + $0.40 per Kg

Special packaging per unit                            $3.65 ($1 is refunded on return of the shipping container)

Insurance on shipment                                  $1.76 per unit, $415 per shipment

Processing order documents                       $183

Unloading operations                                    $0.82 per unit + $1,800 per week.

Inspect for annual inventory                        $2.63 per unit

Estimated obsolescence costs                     $1.35 per unit

Inventory record maintenance                    $0.92 per unit + $2,200 per week

Inventory tax                                                   3% of invoice price

Inventory insurance                                       15% of invoice price + $4,100 per month.

The company estimates its cost of capital is 22%. In addition, it conducted a study on the costs of a stockout. The average stockout costs $5,400 due to the need to request special shipments from alternative suppliers. With various safety stock levels, the probabilities of a stockout decrease as follows:

                              Safety stock                      Probability of stockout

........................................0.............................................50%

     7,000                                             10%

   14,000                                             2%

   21,000                                             1%

To determine order quantity, assume a stockout probability per order of 2%. Order sizes are restricted to round lots of 5,000 units. The company has the capacity to store 90,000 units.

REQUIRED

a. What are the annual costs under the present order and safety stock system?

b. What is the EOQ?

c. What are the annual costs under the optimal order and safety stock system?

d. What is the reorder point under the optimal order and safety stock system?

Leading Organizational Change

Leadership is perhaps never more important than when it comes to making a change in the organization. Leaders provide a sense of direction, increase motivation for the change, and communicate necessary information. Managers must fill these roles if they expect to successfully lead changes in their organizations.

In this exercise you'll read about a manager who failed to take on these important roles. Then you'll answer questions about what this manager missed in his effort to drive an important organizational change. As you complete the exercise, think about how you would head up a major change if you were in the leader's position. Many people believe an autocratic leadership style is the most effective because they assume leaders can simply draw on their legitimate power to push the change forward on their own. If the change is of any significant magnitude, however, it's going to require the support of employees to be successful.

Leadership plays a critical role in organizational change. Change agents are more successful when they champion a vision of a better future, communicate that vision in ways that are meaningful to others, make decisions and act in ways that are consistent with that vision, and build commitment to that vision. They also are more effective when they take advantage of coalitions and social networks. A pilot project is a useful way to introduce change on a small scale before diffusing it untested throughout the organization.

Read the case below and answer the questions that follow.

TOK Consulting had been a one-of-a-kind business in its geographic region for nearly a century. It specialized in developing and delivering training programs for a variety of industries and had achieved a reputation for high quality and customer service. However, with virtually no competitors nearby, TOK had little incentive to improve or update its approach or service offering. As the years passed, TOK fell into a pattern of indifference toward the environment, always certain that its monopoly within its geographic region would ensure its survival.

Not surprisingly, eventually a competitor did enter TOK's market and began to offer an identical service at a substantially lower cost. Customers began to drift away, and although TOK was never in danger of going out of business, it would never achieve its former stature without making some major changes. A new president was brought in by the board of directors and was charged with making TOK more efficient and more competitive. He started by announcing that he was going to hire a new senior manager to run the management training center. This was welcome news since the center had been led by an interim director for two years. The interim manager had done the best she could, but lacking real authority and clear direction from the former president, she had been able to do little to change the status quo.

The new president began the search for the new center director by asking employees to attend presentations by the applicants and then provide feedback on their preferences. By the time the four top applicants had completed their visits to the organization, widespread support had formed around one of the candidates. In addition, serious reservations had developed about a second candidate, despite an impressive resume. Neither of the other two candidates had demonstrated much potential, so they had been eliminated from future consideration. To the surprise of almost everyone, the president hired the candidate the employees had rejected because of their concerns.

Given the context of the new director's hiring, it wasn't surprising that the center's employees weren't excited about his arrival. However, the new director did little to alleviate their concerns. He demonstrated a very autocratic management style and immediately began changing things in the center. The past directors had stayed focused on external relations and general oversight of the center, but the new director began meddling in every level of the operation, from regulations on using office supplies to leave policies for the staff. No one really knew what to expect next because the changes were so random, so quick, and so apparently disconnected.

The biggest change the new director decided to champion was adding an online consulting option to the center. Historically, the center had prided itself on high levels of direct contact with clients and frequent face-to-face meetings. The new director, in contrast, seemed obsessed with launching an online version of the center's vanguard service. Not only did this directly contradict the traditional approach, but it also was sure to result in lower quality consulting, at least in the minds of the employees. The director began holding open forums to discuss the online option, but each time he did, the employees expressed additional concerns. Soon, the open forums were discontinued and the director met with a smaller group of assistant managers to promote the idea.

The assistant managers were also against the idea, but could see that the idea wasn't going away. The director had convinced the organization president that the online option was the way of the future, and with the president's backing, he effectively told the assistant managers that the online option would soon be a reality. Still, he wanted their endorsement so it would appear to the rest of the employees that he hadn't forced this through on his own.

After months of forums and meetings and backroom discussions, the day finally came for the assistant managers to vote on whether to launch the online option. The discussion that day was just as intense as it had been for weeks, but finally the assistant managers relented and gave their approval. The director was ecstatic and thanked them for their support. He began to divide up responsibilities for the project and set target deadlines for key steps. Although many of the employees still resisted the idea of online consulting, the center as a whole breathed a collective sigh of relief that the contentious debate over the idea had finally cooled down.

The debate over the new director, however, continued to heat up. Two days after the assistant managers' final meeting in which they approved the online option, a new edition of a popular trade magazine hit the newsstands. In it was a full-page advertisement announcing TOK's new online consulting package that would launch the following January. The appearance of the ad left the assistant managers speechless and made the employees furious. To be printed in this edition of the magazine, the ad had to have been placed several weeks earlier, well before the assistant managers met and gave their approval. In fact, it soon became obvious that all the involvement of the employees and assistant managers had simply been a charade. The director had moved ahead without them, had underestimated the time it would take to force their approval, and now had been exposed by a formal announcement of the online option that appeared in a widely circulated publication. His response to the situation? "The online option is the right thing to do."

1. Which element of leading change did the new director fail to establish?

Multiple Choice

• Independent action

• Widespread publicity

• Risk taking

• An innovative idea

• A strategic vision

2. The new director could have formed a guiding coalition to facilitate the change. Which of the following is a reason that a guiding coalition would probably have been ineffective in this situation?

Multiple Choice

• The executive team did not wish to serve on a coalition.

• The employees overwhelmingly supported the change.

• The employees would not be affected by the change.

• The employees were not committed to the change.

• The new Director empowered the employees to make the decision.

3. The new director might have had more success if he had introduced the online option first as a pilot project. Which of the following best illustrates a pilot project?

Multiple Choice

• Performing an extensive environmental scan to determine the best course of action for the project

• Having the new director himself prepare one of the initial modules to begin at the same time as the others

• Testing one or a small number of online modules before introducing the full range of online modules

• Convincing one influential employee to act as the "pilot" for the project and champion its cause

• Scheduling simultaneous launches of multiple online modules to beat the competition to market

4. Many employees resisted the online consulting program because in their minds the only "real" consulting was done face-to-face, the way they had done it for years. Consulting online undermined their confidence in doing their jobs. Which ethical concern does this raise?

Multiple Choice

• Some change activities potentially increase management's power by inducing compliance and conformity.

• Some change interventions violate basic principles of fairness.

• Organizational changes may risk violating individual privacy rights.

• Organizational change may harm more people than it helps.

• Some organizational change interventions undermine the individual's self-esteem.

5. The new director's decision to place the advertisement seemed to be as much about gaining control as it was about improving the organization. Once the advertisement was released to the public, the employees would have to go along. Which ethical concern about organizational change does this raise?

Multiple Choice

• Some change activities potentially increase management's power by inducing compliance

• and conformity.

• Some change interventions violate basic principles of fairness.

• Organizational change may risk violating individual privacy rights.

• Some organizational change interventions undermine the individual's self-esteem.

• Organizational change may harm more people than it helps.

6. The new director lost the trust of almost all the employees. This most reduced his ability to use which of the following to build support for the change?

Multiple Choice

• Global change

• Pilot program

• Cross-cultural change

• Diffusion of change

• Social network