Do you think Huxley’s warning that humans can be enslaved by technology (i.e. science) is warranted? Explain

1. If a country such as Malaysia scores much higher than the United States on Power Distance (one of Hofstede’s cultural dimensions), how can this information help a manager who plans to operate in both countries? State one area of management that differences in Power Distance is likely to be relevant.
2. Describe the type of political risk a firm in a specific industry would face in any one of today’s emerging markets you are familiar with or have some knowledge of. Select a country and make an assumption that may help in you answering this question, based on the firm’s size or products, among others)

1. What is a common market in regional economic integration?
2. Give one reason why a firm would prefer to expand into new national markets through an FDI rather than through trade?
3. Give one reason why a firm would prefer a greenfield FDI to FDI through a foreign acquisition?

- Second, suppose that you are the manager of a store that sells medical supplies for the handicapped or infirm. You see three major sources of conflict at the store: (1) many of the staff members who work the front desk do not like one another, (2) those who stock the shelves and work with the customers are resentful that they are not paid more, and (3) all employees are required to work nights and weekends, which cuts into their family and personal time.

Explain how you would manage any two of the three sources of conflict.

(answer in paragraph)

You are an HR manager in an office of 300 individuals at all employment levels. A member of a management team approaches you regarding an issue they are having with an employee. Donna has been with the company for 10 years, however the manager has noticed a change in Donna's performance. She seems more disconnected, is late more frequently, and seems agitated. The manager has counseled Donna regarding her performance which only seemed to frustrate Donna more, making her feel her job was on the line. As the HR manager, you decide to have a conversation with Donna, and she reveals that she was recently diagnosed with a disability which has made it hard to perform as she usually would. She was ashamed to share this with her manager because she didn't want him to feel she couldn't do her job.  You share this with her manager, maintaining the confidentiality of the specifics surrounding the disability.  

Describe HR's role in handling this issue, and at least one strategy or approach a HR professional may take to address the disability as it relates to Donna's performance.

Identify a basic method for performance appraisal.  Take a stance of in favor, or against this method and describe why.

Do some research and find a balanced scorecard for a company or make up a scorecard for a company of your choice. List the factors that the company has established for each of the 4 scorecard categories. Provide me with the url of the site you used. If you make a scorecard up, you still need to provide the url that you used to compile your scorecard.

5. The Coca-Cola World service process is demand- or capacity-constrained?

6. How could Coca-Cola World improve its service process?

7. What is the main source of variation for Coca-Cola World and how could this variation be reduced?

please use the below case study to solve:

The history of Coca-Cola started in 1886 when the interest of Dr. John S. Pemberton, an Atlanta pharmacist, led him to develop a distinctive flavored soft drink that could be sold at soda fountains. He made a sweet syrup, brought it to the pharmacy in his neighborhood, where it was combined with carbonated water and deemed "excellent" by those who sampled. Dr. Pemberton's wife and bookkeeper, Frank M. Robinson, is credited with calling the "Coca-Cola" product as well as creating the unique, trademarked script that is still used today. Before his death in 1888, just two years after producing what would become the world's #1 sparkling beverage, Dr. Pemberton sold parts of his company to different parties, with the bulk of the interest being sold to Asa G. Candler, an Atlanta businessman. Under Mr. Candler's leadership, Coca-Cola distribution spread beyond Atlanta to soda fountains. Impressed by the increasing demand for CocaCola and the ability to make the drink portable, Joseph Biedenharn installed bottling equipment at the rear of his Mississippi soda fountain in 1894, becoming the first to place Coca-Cola in bottles. Large-scale bottling was made possible just five years later when Tennessee obtained exclusive rights to bottle and distribute Coca-Cola in 1899, three enterprising business people in Chattanooga. The three businessmen bought Asa Candler's bottling rights for a mere $1. Benjamin Thomas, Joseph Whitehead, and John Lupton created what became the bottling system for Coca-Cola worldwide. Among the biggest obstacles for early bottlers were competitor imitations of the product coupled with a lack of quality in the packaging among the 1,000 bottling plants at the time. The bottlers decided that a regular and distinctive bottle was required for a distinctive beverage, and the bottlers accepted the unique contour bottle in 1916. The new Coca-Cola bottle was so iconic it was visible in the dark, and it effectively separated the company from the competition. Trademarked in 1977 was the contoured Coca-Cola bottle. Over the years, artists around the globe have been influenced by the Coca-Cola bottle – a collection of which can be seen at the World of Coca-Cola in Atlanta. The Coca-Cola Company (NYSE: KO) is the largest beverage company in the world, refreshing customers with over 500 sparkling and still brands and almost 3,900 drink options. Driven by Coca-Cola, one of the most popular and recognized brands in the world, the portfolio of its business includes 21 billion-dollar brands, 19 of which are available in small, small, or no-calorie varieties. The following brands are Diet Coke, Coca-Cola Zero, Fanta, Sprite, Dasani, Vitaminwater, Powerade, Minute Maid, Simply, Del Valle, Georgia, and Gold Peak. The Coca-Cola Company is the No. 1 distributor of both sparkling and still drinks through the world's largest beverage distribution network. Consumers in more than 200 countries enjoy more than 1.9 billion servings of The CocaCola Company’s beverages every day. Visitors to Atlanta's Coca-Cola World have the chance to sample more than 100 Coca-Cola drinks from around the world. Guests can also try their hand at "inventing" new beverages using the CocaCola Freestyle® fountain dispenser to combine flavors. The touch-screen computer has the potential to dispense various flavor combinations of over 100 standard and low-calorie beverage brands. Near all tourists arrive by car or bus at the Coca-Cola World. Car parking is arranged in four areas and has a total capacity of 520. Separate spaces in the area close to the main exhibition could hold 30 coaches. Records indicated that 22 pre-booked coaches and about 330 cars arrive in the Coca-Cola World on a typical weekday. There are usually about 28 visitors per coach and two by car. The average stay time of Coca-Cola World visitors is three hours. The booking system allows organizers to determine the time of arrival for their group, and pay a deposit of $18. In any single group, the maximum size is set at 60 individuals. Coca-Cola World schedules the arrival of groups at regular times during the day. Due to the difficulty of calculating the duration of journeys on the route, coaches often arrive late and miss their agreed times. This contributes to visitor queues at the entrance to the show during busy times. The total number of visitors during school terms in a typical week is: Monday – Friday 60 percent (spread across the five working days) Saturday 40 percent Sunday N/A3 Entry into the lobby itself is through double doors. Here a ticket collector station monitoring the number of visitors who enter. On average, 15–20 (almost 17.5) visitors are allowed in every two minutes in a busy time. The first component of the tour is The Loft, home to a combination of almost 200 local and foreign pieces reflecting over 125 years of Coca-Cola memories. The Loft can accommodate up to 50 guests. A visitor stays there, on average, for 12 minutes. The next stop is The Vault of the Secret Formula. It has seating for 12 and the standing space surrounding it. At peak times, this room can hold as many as 20 people. Before the doors shut, there is an interactive four-minute presentation describing Coca-Cola's early days, using taped voices and three static, illuminated scenes. It takes an average of about five minutes to fill and empty The Vault of the Secret Formula room. Visitors may either come from The Loft or from the Bottle Works room to The Vault of the Secret Formula. The Bottle Works is situated behind The Vault of the Secret Formula. The tour consists of a three-station route. There is a video room at the first stop, with 35 seats. Visitors in this room watch a short video that shows the factory. After one-and-a-half-minute halt, the guide takes the visitors to the next stop. They typically pass the preceding group on the way back from the second stop. This caused some confusion and delay as the groups went through a narrow passageway. The delay takes half a minute, on average. The tour's Bottle Works section is typically completed in about eight minutes, except the setup time. Then there's the Coca-Cola store, which sells a broad range of Coca-Cola products. The bulk of the items are on sale at self-service. Four checkouts are operating. Observations indicate that, on average, one client can be served every 12 seconds during busy times. Visitors arrive at the Coca-Cola restaurant just after the store. There is a single entrance to the restaurant, and it is self-service with five serving points grouped in a line. The labels of the four serving points are: 'Sweets,' 'Burgers,' 'Mediterranean' and 'Chef's Choice.' The fifth is a point widely used to serve coke. The food selection set could not be seen from the restaurant entry. Visitors enter, observe the different serving points and then decide on the type of food and so decide which queue to join. This takes a bit of time, particularly in the case of some older people and families. The success of the adjacent serving points 'Burgers,' 'Chef's Choice,' and 'Coke' results in extreme congestion during busy 4 hours. Payment shall be taken separately at each point of sale. Customers join the seating area with their options. The seating area is a spacious, airy space offering a relaxing atmosphere. Sixty tables of various sizes come with 200 coverings. On average, people stay in the restaurant for 30 minutes. Tables are ready and washed promptly. Most Coca-Cola World guests enter the restaurant.

Some recommend that performance appraisals be abolished altogether. What do you think about this approach? What are the pros and cons of eliminating appraisals altogether?

Many managers do a poor job of providing performance feedback to their employees. Why do you think this is true?

Pizza King (PK) and Noble Greek (NG) are competitive pizza chains. PK believes there is a 25% chance that NG will charge $12 per pizza, a 50% that NG will charge $16 per pizza, and a 20% chance that NG will charge $20 per pizza. If PK charges price p1 and NG charges price p2, PK will sell 250 + 25(p2 – p1) pizzas. It costs PK $8 to make a pizza. PK is considering charging $10, $12, $14, $16, $18, $20, or $22 per pizza. To maximize its expected profit, what price should PK charge for a pizza?

Please show formulas on excel.

Describe Carl Jung's four functions related to gathering and evaluating information for problem solving and decision making. Which problem solving style would be appropriate for a librarian? Why?

Name and describe the four types of delivery. Give a comparison between two types (your choice). Of the two Indicate which you think would enable a speaker to be most effective and tell why or why no? State if you feel it is important for a speaker to rehearse the presentation/speech before delivery; if so state why, if not state why not?

In manuscript presentations, speakers read their remarks word for word from a prepared statement. Manuscript speaking is common at annual company meetings, conventions, and press conferences. Unfortunately, few experiences are as boring as the average manuscript presentation. Novice speakers often try to conceal their nervousness at facing a large audience by reading from a script—and turn into lifeless drones when doing so. Because most speakers are not trained at reading aloud, their delivery is halting and jerky. Even worse, a nervous speaker who relies too heavily on a manuscript can make serious mistakes without even knowing it. Management consultant Marilyn Landis describes one

Memorized Presentations

If speaking from a script is bad, trying to memorize that script is even worse. You have probably been subjected to a memorized sales pitch from a telemarketer or door-to-door salesperson. If so, you know that the biggest problem of a memorized presentation—one recited word for word from memory—is that it sounds memorized. Speakers who recite their presentations from memory often fail to incorporate natural nonverbal expressions or demonstrations of emotion in their delivery. As a result, their speeches sound rehearsed to the point of almost being robotic. It might seem that memorizing a presentation would help alleviate your nervousness, but, in fact, memorization almost guarantees that stage fright will become a serious problem. Speakers who devote large amounts of time to simply learning the words of a talk are asking for trouble. During the presentation, they must focus on remembering what comes next instead of getting involved in the meaning of their remarks. It is difficult to recover from forgetting a portion of a memorized speech without the mistake being obvious to the audience.Sometimes it is necessary to memorize parts of a presentation, because referring to notes at a critical moment can diminish your credibility. A salesperson is usually expected to know a product’s major features: how much horsepower it has, how much it costs, or how many copies per minute it delivers. A personnel manager might be expected to know, without referring to a brochure, the value of employee life insurance (if each employee’s benefit is the same) and how much employees contribute to the premium. A coworker would look foolish at a retirement dinner if she said, “Everyone knows about Charlie’s contributions …” and then had to pause to refer to her notes. In such situations, it is recommended to memorize only the essential parts of a presentation

Extemporaneous Presentations

An extemporaneous presentation is planned and rehearsed but not memorized word for word. When you speak extemporaneously, you learn your key points and become familiar with the support you will use to back them up. In other words, you practice the big picture but let the specific words come naturally during your delivery. If you prepare carefully and practice your presentation several times with a friend, a family member, or even a group of coworkers or subordinates, you will have a good chance of delivering an extemporaneous talk that seems spontaneous—and maybe even effortless. Almost every presentation you plan—a sales presentation, a talk at the local high school, a progress report to a management review board, a training lecture, an annual report to employees or the board of directors—should be delivered extemporaneously.

Impromptu Presentations

Sooner or later you will be asked to give an impromptu presentation—an unexpected, off-the-cuff talk. A customer might stop in your office and ask you to describe the new model you will have next spring. At a celebration dinner, you might be asked to “say a few words.” A manager might ask you to “give us some background on the problem” or to “fill us in on your progress.” You may suddenly discover at a weekly meeting that your subordinates are unaware of a process they need to know about to understand the project you are preparing to explain.

Giving an impromptu talk need not be as threatening as it seems. Most of the time, you will be asked to speak about a subject within your expertise—such as a current project, a problem you have solved, or a technical aspect of your training—which means you have thought about the topic before. Another reassuring fact is that most listeners will not expect perfection in unrehearsed remarks.

Your impromptu presentations will be most effective if you follow these guidelines.⁴

Select an industry and consider how the industry life cycle has affected business strategy for the firms in that industry over time. Detail your answer based on each stage: introduction, growth, shakeout, maturity, and decline. Course Title: Strategic Management Decision‐Making Text Book ISBN: 978‐1259420474 ‐ Title: Strategic Management 3e, Author: Frank T. Rothaermel.

§What is problem definition?

§How can designers use problem definition to develop better ideas and solutions?

§What’s your favorite technique for problem definition? Why?

§If the problem is not well-defined in the design thinking process, what can happen?