Please explain what diplomatic bargaining may mean and provide an example in international relations demonstrating this negotiation process by doing some research or finding an article about diplomacy between two or more countries. In addition, please apply Hans Morgenthau’s 9 Rules of Diplomatic Strategy to your analysis.

Karen is a director of Trust Insurance Ltd. Trust Insurance Ltd has recently introduced a new computer system for processing insurance claims. Karen has trained two members of her team on how to use the new computer system.

George is 58 years old and has worked for Trust Insurance Ltd for 30 years. He is struggling to adapt to the new computer system which makes processing claims faster. George refuses to use the online training program to practise using the new computer system.

Karen has been contacted by a customer. The customer said that they had telephoned George about a claim they had made. The customer said George was rude to them on the telephone and told the customer to ‘go away and annoy someone else’. Karen called George into her office. She told him about the complaint from the customer and dismissed him with one month of notice of termination last week.

Tony is also in Karen’s team for three years. Two months ago, Karen observed Tony accepting an envelope from a customer. The envelope was very full and Karen saw that it contained several HK$1,000 notes. Karen believes that, with proof, much secret commercial information and clients’ personal data have been leaked to another competing local insurance company by Tony. She has found out that some of her major regular customers have been diverted to her competitor’s insurance company. Karen also discovered with evidences that Tony has stolen company’s properties for sale and kept the sale money himself three times in the last two months. During the last three months, Karen found with evidences that Tony spent much of his office hours to communicate through his iPhone with his friends to discuss about their private affairs.

Yesterday, Karen dismissed Tony without any notice of termination and compensation.

A.Advise whether Karen can dismiss George through reasonable dismissal mode?

B.Advise whether Karen can dismiss Tony through summary dismissal mode?

Detail how Qualification of Change practices support change management.   

PLEASE TYPE ANSER

I was asked to come up with a venture design or business idea project(Using a cardboard constraint) for my finals. I came up with an idea to develop/design Window blinds using cardboard instead of the conventional wood(i.e. a Cardboard Window Blind). But i'm having difficulty developing this business idea. I need help in developing this business idea in terms of identifying

1. What the ideation process would be like?

2. Who my likely Team members(skill, experience etc.) and target market personas for this product would be? (people who would need this product and why they care) and why would this idea would be a very good value proposition to them considering other substitutes and alternatives like Wood blinds and curtains.

3. What the products distinctive competency(s) will likely be?

4. What other important information (not listed above) is required for the early stage of this business ideation

Please, i would love for answers to be more explanatory and moderately detailed(infact, the more detailed, the better). Thanks

1.Create a resume using Word as described in the Career Development Workbook. Remember to add in your current program( Supply Chain Management) and course descriptions( Career Development) to ensure your resume is reflective of your program.

a] Using information on the drivers for international business, and by researching information from the Internet, present examples of three Canadian companies that are entering or expanding their role in international business.

b] For each, identify: Who is the company? Is it a large, medium, or small enterprise? What is the primary good or service it markets? Where does it do business?

c] Conduct a preliminary analysis of these three companies’ international business entry modes, identify advantages they may be enjoying, and evaluate which globalization forces may be supporting their success. Defend your statements with evidence company reports, or other literature.

Please write a two-page personal statement indicating your professional experience, educational goals, professional interest; academic achievements, honors, awards, publications and extracurricular activities.

Identify emergence of broad emergence of protectionist policies around the world in recent years

As a supervisor in Starbucks

how did you know what to do in a Starbucks?

how you learn to do your job?

what worked? why?

What could have been done better? Why?

Describe how you will get alignment within your work team considering all of the different potential drivers and definitions of success? How will you actively seek to understand?

Describe some of the challenges and opportunities for Canadian businesses entering foreign markets.

Case Study

On January 17, 2008, TJX Companies,

Inc., a leading retailer in the field of clothing

and home fashions which operates

stores domestically and internationally,

announced that the organization had

experienced an unauthorized intrusion

of its computer systems.1 Customer

information, including credit card, debit

card, and driver’s license numbers,

had been compromised. This intrusion

had been discovered in December

of 2006, and it was thought that data

and information as far back as 2003 had

been accessed and/or stolen. At the

time, approximately 45.6 million credit

card numbers had been stolen. In October

of 2007, the number rose to 94

million accounts.2 This has become the

largest known credit card theft or unauthorized

intrusion in history.

Because of the lax security systems at

TJX, the hackers had an open doorway to the company’s entire computer system.

In 2005, hackers used a laptop outside

of one of TJX’s stores in Minnesota and

easily cracked the code to enter into the

WiFi network. Once in, the hackers were

able to access customer databases at

the corporate headquarters in Framingham,

Massachusetts. The hackers gained

access to millions of credit card and debit

card numbers, information on refund

transactions, and customer addresses

and phone numbers. The hackers reportedly

used the stolen information to purchase

over $8 million in merchandise.3

TJX used an outdated WEP (wired equivalent

privacy) to secure its networks. In

2001, hackers were able to break the

code of WEPs, which made TJX highly

vulnerable to an intrusion. (Similar data

breaches have occurred within the past

few years at the firms ChoicePoint and

CardSystems Solutions.) In August of

2007, a Ukrainian man, Maksym Yastremskiy,

was arrested in Turkey as a

potential suspect in the TJX case. According

to police officials, Yastremskiy

is “one of the world’s important and

well-known computer pirates.”4 He led

two other men in the scheme.5

Even though the intrusion was discovered

in December of 2006, the company

did not publicize it until a month later.

Consumers felt that they should have

been notified of the breach once it was

discovered. However, TJX complied with

law enforcement and kept the information

confidential until it was told it could

notify the public. Retail companies such

as TJX that use credit card processing

are required to comply with the Payment

Card Industry Data Security Standard

(PCI DSS). The PCI DSS is a set of requirements

with the purpose of maximizing

the security of credit and debit card

transactions. A majority of firms have not

complied with this standard, as was the

case with TJX Companies.

A number of stakeholders were involved

in this break-in: consumers, who were put

at great risk; banks; TJX Companies (its

shareholders, management, employees,

and other internal parties who did business

with and were invested in the firm);

the credit card company; the law enforcement

and justice systems; the public;

other retail firms; and the media, to name

a few. CEO Carol Meyrowitz took an active

role in informing the public in statements

on the company’s Web sites and

through the media about the company’s

responsibility and obligations to its stakeholders

during and after the investigation.

TJX also contacted various agencies to

help with the investigation. A Web site

and hotline were established to answer

customer questions and concerns.

The intrusion cost TJX approximately

$118 million in after-tax cash charges

and $21 million in future charges. Although

TJX incurred substantial legal,

reimbursement, and improvement

costs, the company’s pre-tax sales

were not negatively affected. Sales during

the second quarter of fiscal year

2008 increased compared to second

quarter sales from fiscal year 2007.6

At the end of 2007, TJX reached a settlement

agreement with six banks and

bankers’ associations in response to a

class action lawsuit against the company.

7 In the spring of 2008, TJX settled

in separate agreements with Visa

($40.9 million with 80% acceptance)

and MasterCard International (a maximum

of $24 million with 90% minimum

acceptance). There was almost full acceptance

of the alternative recovery offers

by eligible MasterCard accounts.8

Note that those issuers who accept the

agreements and terms release and indemnify

TJX” and its acquiring banks on

their claims, the claims of their affiliated

issuers, and those of their sponsored

issuers as MasterCard issuers related

to the intrusion. That includes claims

in putative class actions in federal and

Massachusetts state courts.“9

Affected customers were reimbursed

for costs such as replacing their driver’s

license and other forms of identification

and were offered vouchers at TJX stores

and free monitoring of their credit cards

for three years. Customer discontent was

reportedly expressed after the intrusion;

however, customer loyalty returned,10 as

was evidenced in sales numbers. 4.1 MANAGING CORPORATE SOCIAL RESPONSIBILITY

IN THE MARKETPLACE

“Corporate social responsibility” (CSR) involves an organization’s duty and

obligation to respond to its stakeholders’ and the stockholders’ economic,

legal, ethical, and philanthropic concerns and issues.11 This definition

encompasses both the social concerns of stakeholders and the economic

and corporate interests of corporations and their stockholders. Generally,

society cannot function without the economic, social, and philantropic

benefits that corporations provide. Leaders in corporations who use

a stakeholder approach commit to serving broader goals, in addition to

economic and financial interests, of those whom they serve, including the

public.

Managing corporate social responsibility in the marketplace with multiple

stakeholder interests is not easy. As discussed in Chapter 3, ethics

at the personal and professional levels requires reasoned and principled

thinking, as well as creativity and courage. When ethics and social responsibility

escalate to the corporate level, where companies must make

decisions that affect governments, competitors, communities, stockholders,

suppliers, distributors, the public, and customers (who are also consumers),

moral issues increase in complexity, as the TJX security breach

opening case illustrated. For organizational leaders and professionals, the

moral locus of authority involves not only individual conscience but also

corporate governance and laws, collective values, and consequences that

affect millions of people locally, regionally, and globally.

In the opening case, the TJX executives had to deal not only with

their own customers, but with banks (in a class action suit), credit card

companies, the media, competitors, and a network of suppliers and distributors—

as well as their own reputation. What may have seemed like

a routine technical security problem turned into the largest-known credit

card theft/unauthorized intrusion in history. Had the CEO not stepped in

and became a responsible spokesperson and decision maker for the company,

customers may not have responded in kind.

The basis of corporate social responsibility in the marketplace begins

with a question: What is the philosophical and ethical context from which

corporate social responsibilty and ethical decisions are made? For example,

not everyone is convinced that businesses should be as concerned about

ethics and social responsibility as they are about profits. Many believe

that ethics and social responsibility are important, but not as important as a

corporation’s performance. This classical debate—and seeming dichotomy—

between performance, profitability, and “doing the right thing” continues to

surface not only with regard to corporate social responsibility, but also in political

parties and debates over personal and professional ethics. The roots of

corporate social responsibility extend to the topic of what a “free-market” is

and how corporations should operate in free markets. Stated another way,

does the market sufficiently discipline and weed out inefficient “bad apples”

and wrongdoers, thereby saving corporations the costs of having to support

“soft” ethics programs?

A security breach in a technological world is one of the biggest issues facing companies today. Cyber security is a critical consideration for any business but time and time again businesses are faced with the fear of hacking into their customers' information. Review the TJX case in the textbook. What are the ethical issues impacting the TJX case? What are the long term effects and how might this company win back trust?

How is customer service and employee empowerment intertwined? Consider what customer service is as well as employee empowerment. I need an example of a company that does both well?

Ekin Shoes is coordinating the shipments that happen across its supply chain and determining where to build new distribution centers. The chain starts with shoe factories outside of the United States. The shoes are then put on ships for transfer to one the US ports. From the ports the shoes are shipped to one regional distribution center. The distribution centers then disburse the shoes to smaller warehouses for distribution to the retailers. Ekin has determined that the factories, ports and warehouses will remain the same for the next year, but the locations of the distribution centers will be newly decided by choosing between five possible locations. The five locations have different lease amounts for next month.

Shoe Factories	Ports	Possible Distribution Center Locations	Warehouses
Brazil	Los Angeles	Atlanta	Chattanooga
Argentina	San Diego	Las Vegas	Denver
China	Baltimore	St. Louis	Minneapolis
Mexico	New Orleans	Indianapolis	Seattle
Ukraine		Philadelphia	Boston
			Dallas

The file “Ekin Shoes” contains the costs breakdowns for producing the shoes at the factories and transferring them across each part of the supply chain. The transfer costs are given in $1000s per container. The distribution center lease costs are in $1000s. The demands at each warehouse and the capacities of all other facilities are also given. Find the minimum total cost solution for transporting the shoes from factories to warehouses.

FIle\

Production and transfer costs for shoe factories and ports per intermodal container ($1000s)
	Los Angeles	San Diego	Baltimore	New Orleans		Capacity
Brazil	$          23.00	$    21.00	$         15.00	$          16.00		170
Argentina	$          24.00	$    25.00	$         19.00	$          19.00		570
China	$          19.00	$    21.00	$         27.00	$          29.00		410
Mexico	$          27.00	$    24.00	$         11.00	$            5.00		480
Ukraine	$          32.00	$    32.00	$           9.00	$          13.00		250
Transfer costs for ports and DCs per intermodal container ($1000s)
	Atlanta	Las Vegas	St. Louis	Indianapolis	Philadelphia		Capacity
Los Angeles	$          10.00	$      6.00	$           7.50	$            9.00	$         12.00		500
San Diego	$          11.00	$      5.00	$           8.50	$          10.00	$         11.00		500
Baltimore	$            8.00	$    13.00	$         10.00	$            7.00	$           3.00		500
New Orleans	$            4.00	$      9.00	$           6.60	$            5.00	$           8.00		700
Transfer costs for DCs and warehouses per intermodal container ($1000s)
	Chattanooga	Denver	Minneapolis	Seattle	Boston	Dallas		Capacity	Lease Cost ($1000s)
Atlanta	$            1.50	$      5.60	$           5.80	$            8.70	$           7.90	$    4.30		1000	$                 4,413.00
Las Vegas	$            4.80	$      2.20	$           4.00	$            4.30	$         10.10	$    6.50		1000	$                 6,430.00
St. Louis	$            2.40	$      2.50	$           2.70	$            7.70	$           8.20	$    3.90		1000	$                 4,808.00
Indianapolis	$            2.20	$      5.00	$           3.10	$          10.30	$           6.30	$    4.70		1000	$                 5,388.00
Philadelphia	$            4.60	$      9.60	$           7.00	$          12.90	$           1.40	$    5.30		1000	$                 4,881.00
Demand	225	195	640	310	185	290

One of the characteristics of being a good leader is your ability to participate in politics. There are many different ways to do this as a leader. Name 3 ways you can do this as a leader. If there are things that need to be improved in regards to this, what are steps that you can take to improve in your political skills and what you may change.