when is dismissal unfair

Wilson was an agent of Noland.  Peterson did not know Wilson was Noland's agent; Peterson did not know Wilson was anyone's agent.  (Noland did not want anyone except Wilson to know of the agency).  Wilson caused Peterson to suffer significant damages.  Noland did not breach a duty of care either with respect to hiring or retaining Wilson.  Within the time set by the applicable statute of limitations, Peterson sues Noland, seeking compensation for her damages.  Peterson cannot show that Wilson owed her a duty of care.  Will Peterson prevail?

A digital camera manufacturing company has the cost data given in the following table:

Sales price	$783
Units sold	29,669
Direct labor	$1,503,075
Materials	$6,348,961
Overhead	$2,614,707
Total operating expense	$2,740,386
% Profit

Calculate the percentage profit

Virtual Team Successes and Stresses

A Case Study

8/8/2016

As widespread as diverse and dispersed teaming is these days, leading a virtual team can be a challenge. This case study offers ideas on making the best of diverse and dispersed team structures.

Virtual teaming, that is, working on teams whose members are not present in the same location, is a fact of our modern, globalized business world. Virtual (or diverse and dispersed) teams are prevalent not only in multinational companies with offices in different countries, but also in academic and non-governmental institutions with bases across the world. In such team structures, members often have to communicate and collaborate with others who could be thousands of miles and many time zones apart.

As widespread as diverse and dispersed teaming is these days, leading a virtual team can be a challenge. Team leaders need to not only account for practical matters such as scheduling across time zones, but also technical issues such as varying rates of connectivity and access to communication platforms. However, one of the biggest factors in creating successful collaboration among diverse and dispersed teams is culture – specifically, tailoring the team’s mission, plans and procedures to the preferences of the different cultures represented on the team.

The following is a case study provided by a Cultural Navigator subject matter expert in diverse and dispersed teaming:

“A virtual team leader named Rebecca, originally from the United States, recently led a virtual project team with members from Japan, Mexico, Germany, Korea and the US. Rebecca was focused on setting the team up for success, and although she deliberately used strategies and tools made available by her company, she learned some valuable lessons along the way.

“Before initiating the project with a kick-off meeting, Rebecca made sure that everyone filled out their Cultural Orientations Indicator (COI) assessment to get to know their own work-style preferences. She then invited all members into a team message board on the Cultural Navigator, and encouraged them to share their profiles to better understand each other’s work-style preferences.

“The team was not able to have a face-to-face kick-off meeting, so during their first virtual meeting, every team member took time to introduce him or herself. The members talked about the different preferences in their team using the non-judgmental vocabulary of the Cultural Orientations Approach. At the end of the call, the team agreed on some ground rules for their upcoming teleconference and then closed the call.

“As the project continued, the team leader noticed that key team members were regularly not sharing their sales pipelines during their calls as agreed upon. Rebecca used humor during their sessions to lighten the mood, thinking some of the team members were nervous. However, she noticed the same people began to skip the calls, and were reluctant to speak when they were in attendance.”

In the above case study, the team leader Rebecca had done her due diligence in preparing the team to accommodate different cultural preferences among its members. But then she hit a snag. What had she done wrong?

The subject matter expert offered this reading of the situation: “In retrospect, Rebecca realized that even though she had set ground rules, she could have had an individual talk with each member before finalizing the team structure and processes. Perhaps in those discussions she would have understood that Woo-jin, her Korean colleague, worked in a strict hierarchical office environment and had to clear most decisions with his direct supervisor before sending anything to her. Woo-jin had hoped his team leader realized he did not have this approval, however Rebecca was not aware of this.

Similarly, the Japanese team member named Kamiko was concerned about the strict data protection laws in Japan, so she did not feel comfortable sharing her sales pipeline information. Kamiko had tried to indirectly convey this limitation to Rebecca, who wasn’t able to understand this message.

As for Rebecca’s use of humor during teleconferences, she did not realize how many cultural references she was using in her jokes, which her colleagues from outside her own culture had little understanding of.”

In essence, while Rebecca began the team’s collaboration with most of the components necessary for success, throughout the project duration, she learned the hard way that cultural mishaps often stall even the best plan.

While cultural due diligence and careful preparation are necessary components of working with a virtual team, the team leader and members need to exercise cultural awareness and cultural competence all along the way.

Though there can be challenges to working in diverse and dispersed teams, they are a fact of modern work life. The good news is that, when managed well, virtual teams can be as effective and productive as their traditional equivalents.

Questions:

1. What did the team leader notice during the team meeting (calls) and what did she tried to do to enhance the situation?
2. What should Rebeca had to do for each virtual worker and why?
3. What were the special situations with the Korean and the Japanese workers?
4. What the virtual leaders and the virtual members need to exercise?
5. How can the virtual teams be as effective and productive as their traditional equivalents?    length should be between 300 to 500 words.

On Monday, Tyrion offered to enter into a contract with Eddard for the purchase of some land, which contract would have been valid and would have resulted in a payment to Tyrion of $9,000,000. On Tuesday, Eddard sent a counteroffer to Tyrion by U.S. mail which counteroffer had all the same terms of the original offer, except that the payment term would be $7,000,000. That counteroffer would arrive on Wednesday. Also on Wednesday, however, Eddard changed his mind and so called Tyrion by phone and, during a pleasant conversation, accepted the original offer. Within days, Tyrion then sold the right to collect that money to Cersei. Immediately thereafter, Tyrion sold the right to collect that money to Arya. Is there a contractually enforceable payment term for $9,000,000? Is Cersei able to collect that money? Is Arya?

NEED ANSWER ASAP / ANSWER NEVER USED BEFORE, COMPLETELY NEW ANSWER PLEASE

Choose an existing product or service and write a one-page summary that answers the following four questions of that product or service

1. Does the product or service have a competitive advantage (cost, differentiation, etc.)? If not, what is your recommendation for it to attain a competitive advantage?
2. Is the competitive advantage sustainable because of relevance or defensibility? If you answered no to question one, how would your recommendation lead to a sustainable competitive advantage?
3. What barriers does the competition face to entering the same market or gaining a competitive advantage?
4. What is the value provided to customers, and is that value a sustainable competitive advantage? Why or why not?

ANSWER THROUGHLY 1-2 pages *** IN PARAGRAPGH FORM PLEASE NOT BULLET POINTS

COPY AND PASTE Answer in paragraphs, and no picture attachment please.

NEEDS TO BE AN ORIGINAL SOURCE ANSWER NEVER USED BEFORE

***NEEDS TO BE AN ORIGINAL SOURCE PLEASE***

Case 1- The complaining party was employed as a revenue agent for a state government agency in San Mateo, California, and declared she was sexually harassed by a male supervisor. The complaining party was initially assigned a workstation 20 feet in front of the supervisor’s desk. One day, she accepted his invitation to join him for lunch. At this time, there was no indication of sexual harassment. Shortly afterward, the supervisor began hanging around the complaining party’s desk. On several occasions, he asked her to go out with him. She declined.  

Not wanting to have further social contact with him, the cp began avoiding the office during lunchtime. Shortly thereafter, the supervisor handed the cp a note that read: “i cried over you last night and i'm totally drained today. I have never been in such constant turmoil! Thank you for talking with me. I could not stand to feel your hatred for another day.” th cp became frightened and left the room. The supervisor followed her into the hallway and asked her to talk to him. She left the building.

The note was shown to her department head, who felt it was sexual harassment. However, the cp requested that she be allowed to handle the situation herself. She asked a male coworker to tell her supervisor to leave her alone.

The next day, the supervisor called in sick, and the cp left for training in St. Louis before he returned. While in St. Louis, she received a single-spaced, three-page letter from the supervisor similar in content to the first note.

The cp telephoned her department head, reporting she was frightened and upset. She then requested that either she or the supervisor be transferred, because she did not feel comfortable working in the same office as him. consequently , the department head told her that the supervisor had been demoted, that he was instructed not to contact her again, and that he was to be transferred to San Francisco. The supervisor immediately filed a grievance through his union, which resulted in his being allowed to transfer back to San Mateo one month later with a promise not to bother the complaining party. The complaining party responded by filing a formal sexual harassment complaint.

1. Using the burdens of proof necessary to establish a prima facie case, determine if actionable sexual harassment has occurred.

2. If so, which form of sexual harassment occurred: quid pro quo, hostile environment, or both?

3. If you concluded there is actionable sexual harassment, what corrective action would you recommend?

Yankee Candle Company is a designer, manufacturer, wholesaler and retailer of scented candles. Yankee Candle is known as the world’s largest distributor of of scented candles and home fragrance products to retail stores. Yankee Candle is predicting spike in demand in time of Christmas between November up to December this year in conjunction with their year-end sales promotion. Recommend Yankee Candle Company strategies of picking operations that could be utilized within the warehouse to improve speed, accuracy and productivity significantly.

IS poverty greater among older people or among children?

Explain the dependency theory

What is the generational equity debate?

What can be the benefits of intergenerational programs?

What would be the benefit of a walled retirement village?

The transportation ageney of a California county unilaterally created a voluntary affirmative action plan for the hiring and promotion of employees. One provision of the plan provided that, in making promotions to positions within a traditionally segregated job classification in which women have been significantly underrepresented, the agency was authorized to consider as one factor the sex of a qualified applicant. The agency noted in its affirmative action plan that women were represented in numbers far lower than their proportion of the county labor force in five of seven job categories. The stated goal of the affirmative action plan was to achieve a statistically measurable yearly improvement in the hiring, training, and promotion of minorities and women in all major job classifications where they were underrepresented. The long-term goal was to attain a work force whose composition reflected the proportion of minorities and women in the area relevant labor market. When a vacancy arose in the agency for promotion to road dispatcher, twelve county employees applied, and nine of them were deemed qualified and were interviewed. At the conclusion of the interviews, seven employees were certified as eligible for selection by the appointing authority. Two of the seven scored 75 and were tied for second, and a female applicant scored 73 and was ranked third. The director of the ageney, who was authorized to choose any of the seven candidates, chose not to follow a second interviewing board's recommendation to promote one of the second-ranked applicants, a male, but instead opted to select the only female candidate, who was the third-ranked applicant. In doing so, the director had taken into account the candidates' qualifications, their test seores, their expertise, and their backgrounds, as well as the affirmative action goal. Upon hearing that the female candidate had been selected over him, the male applicant who had been recommended by the board filed a complaint with the EEOC, claiming that he had been denied promotion in violation of Title VII on the basis of his sex.

a. Under Title VII was the county impermissibly using sex in its selection procedure? Why or why not?

b. Under the Fourteenth Amendment was the county impermissibly using sex in its selection procedure? Why or why not?

CASE STUDY:

Dell Technologies From unconventional PC startup to global technology leader...

From unconventional PC startup to global technology leader, the common thread in Dell’s heritage is an unwavering commitment to the customer. Explore the company timeline below to view how this guiding principle built Dell Technologies and inspired IT solutions and services that give customers the power to do more.

1984: At age 19, Michael Dell founded PC's Limited with $1,000 and a game-changing vision for how technology should be designed, manufactured and sold. As a pre-med freshman at the University of Texas at Austin, Michael starts Dell Technologies, then doing business as PC's Limited. He left his dorm room at the end of his freshman year to devote all of his time to growing the business.

1985: We design and build our first computer system, the Turbo PC, featuring an Intel® 8088 processor running at 8MHz, a 10MB hard drive and a 5.25" floppy drive. We establish customer experience as a Dell Technologies differentiator with risk-free returns and next-day, at-home product assistance, among the first in our industry.

1986: We unveil the industry's fastest performing PC — a 12MHz, 286-based system — at the Spring Comdex trade show.

1987: We open our first international subsidiary in the United Kingdom.


HISTORY Michael Dell is chairman and chief executive officer of Dell Technologies, a unique family of businesses encompassing Dell, Dell EMC, Pivotal, RSA, Secureworks, Virtustream and VMware. Dell Technologies is an innovator and technology leader providing the essential infrastructure for organisations to build their digital future, transform IT and protect their most important information. With revenues of $74B and more than 140,000 team members, Dell Technologies is one of the world’s largest IT companies serving the needs of global corporations and governments to small businesses and consumers. The company's unique structure allows innovative, fast-moving startups to co-exist with, and leverage, the global reach and trusted reputation of the large enterprise. Michael’s story started when he founded Dell with $1000 in 1984 at the age of 19. Notably quoted as saying that “technology is about enabling human potential,” Michael’s vision of how technology should be designed, manufactured and sold forever changed the IT industry. In 1992, Michael became the youngest CEO ever to earn a ranking on the Fortune 500. Known and admired for his astute business vision and bold moves, Michael took Dell private in 2013, setting the stage to architect the largest technology deal in history with the combination of Dell, EMC and VMware in 2016.
In 1998, Michael formed MSD Capital, and in 1999, he and his wife established the Michael & Susan Dell Foundation to provide philanthropic support to a variety of global causes. Michael is an honorary member of the Foundation Board of the World Economic Forum and is an executive committee member of the International Business Council. He is also a member of the Technology CEO Council, the U.S. Business Council and the Business Roundtable. He serves on the advisory board of Tsinghua University's School of Economics and Management in Beijing, China and on the governing board of the Indian School of Business in Hyderabad, India. He is a board member of Catalyst and also served as the United Nations Foundation's first Global Advocate for Entrepreneurship.

Every day, Dell Technologies is pairing technology with innovation to make a positive social and environmental impact – building a Legacy of Good. We are committed to putting our technology and expertise to work, where it can do the most good for people and the planet, making possible today what was impossible yesterday. Every team member at Dell shares this commitment because being a good company is the right thing to do, but it is also right for our business. We’re creating real value for our customers, employees, and partners while driving social and environmental good in the community.

Our customers expect Dell Technologies to think about environmental impact – that has always been a part of who we are. More than just creating eco-friendly products or one-off initiatives, we incorporate sustainability into everything we do – from design to recycling and every step in between. Through innovation and a relentless focus on efficiency, we are minimizing our footprint while helping customers reduce theirs.

Design for Environment: Innovative thinking and a lifecycle approach to how we design products and source materials are the first steps in delivering products that help you do more while minimizing your impact.    
Reducing our Impact: How products are made matters – to our customers, our communities and the planet. We focus on sustainable operations – using resources efficiently, managing wastes effectively and working to improve our local environment

Green packaging and Shipping: Our goal is to create a waste-free packaging experience, using recycled and renewable source materials, right-sizing to reduce waste, and making it easy for you to responsibly dispose of packaging through recycling or composting   

Reducing your Footprint. Energy efficiency is a top priority across all our product lines. It helps you get the most from your energy use, which saves you money, reduce risk, and meet sustainability goals or regulations.


Recycling your DELL TECHNOLOGIES: We go beyond green IT — technology that itself leaves a smaller environmental footprint — to help you look at IT that enables you to address your sustainability goals and take control of your resources in a way that creates value.

Ocean Plastics: There are more than 86 million metric tons of plastic in our oceans right now. See how Dell Technologies is removing that pollution from our waters and turning it into materials for our products

Net Positive:

Our strategy isn't to just reduce the bad we do, but to increase the good. Creating a balance that puts more into the world and society than what we take from it is creating a net positive. (Adapted: www.google.com)


QUESTION:

The business environment is defined as all the factors or variables, both inside as well as outside the organisation, which may influence the continued and successful existence of the organisation. The business environment consists of three distinct sub environments. Justify these sub-environments as they apply to Dell Technologies in terms of maintaining a competitive advantage.

Critical Thinking:-Leadership

The answering should be from your own words or any scientific references.

Question(s):

1. Describe directive leadership and supportive leadership, Explain their importance.

2. How organizations are benefitted from supportive leadership ? Give an example of such organization which you might have come across.

Kaizen Automotive, a Japanese automaker, has a production facility in Ohio that employees over 600 workers. In December 2013, it announces an executive position has opened at the facility and solicits applications. Among the finalists for the position is June, a Japanese citizen and graduate of MIT with four year's experience in automotive production. Another candidate is John, an African American who is also an MIT graduate and holds an MBA from Harvard. John has over ten year's automotive manufacturing experience. In very short order, Kaizen announces that June is the successful candidate and offers her the position. John files a charge with the EEOC alleging that he was not selected for the position because of his race and national origin. Kaizen states that it lawfully considered June's Japanese citizenship pursuant to a treaty permitting it to favor Japanese applicants. The subsequent EEOC investigation reveals that a Treaty of Friendship, Commerce and Navigation exists and that Kaizen has never promoted an American citizen to an executive level position in its U.S operations.

a. Does John have a viable Title VII complaint? Why or why not?

b. If June had been a U.S. citizen of Japanese ancestry, would the outeome be changed?

c. If June had been a Chinese citizen, would the outeome be changed?

Discluser Dilemma Case Study:

Dylan is a manager at a leading consumer electronics company. In his role, he must  frequently interact with industry partners and customers. One day, Dylan met with a customer of one of his company’s custom products. The custom product was a special chip for an electronic appliance that was currently in its final stages of review before market release. During the meeting, the customer wanted to know the method of making the chip, a process which was not specified in the given datasheet. The client claimed this information was needed to ensure that the chip would function properly when it was integrated with electronic appliances.

At first, Dylan was uncertain. He wanted to give his customer more details if it was for the benefit of his client’s final product, but, at the same time, was concerned because the requested information was protected under his company’s non-disclosure agreement (NDA).

Dylan decided to discuss the matter with his supervisor; however, Dylan’s manager was overseeing many projects and, knowing that Dylan was capable and experienced, entrusted him to take care of the situation. When he returned to work the next day, Dylan received an email from his customer. The message stated that, if the chip’s manufacturing methodology was not disclosed, the customer would cease further investments in the product.

Shocked, Dylan believed that if the customer could not abide by the NDA, he should tell the contract should be broken off. However, doing so would mean losing a significant amount of profit they had intended on garnering from selling the chip. On the other hand, sharing confidential information with his customer could cause negative repercussions, especially if his company were to discover the legal breach.

Although it is highly unlikely that the extra chip information would be used by Dylan’s client for malicious purposes, its disclosure co uld potentially affect his company’s reputation, lead to mistrust in the company and compromise Dylan’s position. What should Dylan do?

Question :

write the three different senarious describing what Dylan might do if he applied each of the three frameworks. More specifically decribe Dylan action if he applied the utilitarianism, the principle-based, and the virtue-based models.

Remember, a start-up is the early stage of a business in which it is searching for a scalable model, so consider what the most minimalistic version of your product or service is. Demonstrate your knowledge of bootstrapping, lean methodology techniques, and low-cost experimentation to keep your costs down. What is the start-up cost associated for a liquor store business. Make sure that your sources are credible and be sure to cite your sources. If you do not cite your sources, your answer will not be accepted. Solve in excel.