Explain the strengths and weaknesses of network models. How do these strengths and weaknesses explain their popularity with managerial decision making?

For the security of the nation, you feel like you need to send troops overseas in what may be an extended operation. You are limited, however, by the War Powers Resolution of 1973. What is the War Powers Resolution of 1973? How effective has the War Powers Resolution of 1973 been in limiting presidential authority?

The U.S. federal government recently experienced its longest shutdown in history. Choose three of the themes below and discuss how the shutdown likely affected government organizations in relation to each of the selected areas and how the affected areas may have been impacted and/or impacted each other as a result. Your response must be at least 500 words in length and you should include multiple references to the course text in your response.

Themes: Human Resources Management The Budgetary Process Public Management Intergovernmental Relations Public Service Ethics

In 2019, Police Officer Amber Guyger was convicted of the murder of Botham Jean in a 2017 case in which she entered his apartment and shot him thinking he was an intruder in her own nearby apartment, according to her testimony. Guyger was convicted and sentenced to 10 years in prison. The younger brother of Botham spoke in court after the conviction was read stating that he forgave Guyger and requested that he be allowed to hug her, which he did. Here is a video news report on it: LINK (Links to an external site.). Here is a video of Tervor Noah's comment and views on the case: LINK (Links to an external site.). [1] What is your response to what Brandt Jean, brother of the murdered Botham Jean, did in court? Do you believe forgiving someone who has deeply wronged us is a moral duty or is the act of forgiving something extra that goes above and beyond what is one’s duty? Explain your answer.

[2] What is your response to the analysis and commentary of Trevor Noah on the Guyger case? Based on what Trevor says and based on the NPR Podcast interview with Jemar Tisby, what do you think about the question of "whether the public expects black victims to provide forgiveness to white perpetrators" (NPR Podcast 2019, link (Links to an external site.))?

Globally, one of the most affected sector for sure is 'Education System'. Currently more than 80% of all students in 173 countries are in a lockdown and try to get education remotely. Although the prior status in education was not promising - only 53% of the students 10 years old can understand the text they read - now we are in a worse situation. News about drop out students, schools getting closed are spreading because the lack of infrastructure for remote education. Obviously non of the countries were prepared for such a lockdown because of a pandemy. What can be done for these stuations? How? With what funds? What should we invest on as a startup point of view? etc. Please write as much ideas as you can to find out multiple solutions.  

QUESTION 5

1. Job stress is most likely to occur when...

   		Employees do not care much about their work
   		Employees face difficult demands that are important to them.
   		Employees have strict boundaries between work and nonwork
   		All of the above

0.25 points   

QUESTION 6

1. Job satisfaction is the strongest predictor of which type of job performance?

   		Task performance
   		In-role performance
   		Leadership performance
   		Organizational citizenship behavior

0.25 points   

QUESTION 7

1. Which personality trait is the most important for performance in most jobs?  

   		Extraversion
   		Conscientiousness
   		Openness to experience
   		Emotional stability

0.25 points   

QUESTION 8

1. An employee who has a great ability to learn and process information, but does has difficulty understanding how others feel. This employee has a high level of....  

   		Emotional intelligence
   		Cognitive or general mental ability
   		Conscientiousness
   		Emotional stability

1. Demonstrate the differences between self-efficacy theory, reinforcement theory, equity theory, and expectancy theory.

CASE BACKGROUND

New Logistics Manager
Marcelo is the new logistics manager at BelAir LLC, a U.S. manufacturing company based in the state of Georgia (U.S.A). It provides abrasive surface preparation and spray painting equipment. The company recently started selling equipment in Sri Lanka.
An International Customer Complains
To date, BelAir’s only customer in Sri Lanka is SnapGear. SnapGear’s president, Dhruv Kumar, complained that products have not been delivered on time. Dhruv was told in January that it would take four weeks to have all the ordered products delivered to Sri Lanka, but it is now March and he has only received some of the equipment. He also noted that he had ordered electric motors that were urgently needed for a client, but they have not yet arrived, despite his flagging the order to the previous logistics manager. Dhruv has also been waiting on BelAir to send a signed statement certifying the country of origin of the products and that the products were in accordance with the invoice. Dhruv advised Marcelo that if BelAir did not fix its problems immediately, SnapGear would begin using a Miami-based company that had recently approached him.
Marcelo Investigates
Marcelo began investigating what type of equipment was being shipped and where the bottleneck was. He reviewed the purchase order and saw that SnapGear had ordered storage and blast cabinets, vacuum equipment and a few smaller items including the electric motors. With this information, he would determine how the products were sent from the warehouse and then try to track the exact location of the products on their way to Sri Lanka.

Status of Loading and Transport from BelAir
In March, BelAir started to use the budget U.S. carrier Tempo Logistics to transport larger products from the warehouse to the shipping port in Charleston, South Carolina. The owners of Tempo and BelAir were good friends. The companies had negotiated a new two-year agreement in early March. Marcelo searched through emails and files, but couldn’t find the contract from Tempo Logistics. He had no idea what the carrier was supposed to do. He contacted Tempo to get further details about the services it offered BelAir, but was unable to reach anyone there.
Marcelo then went to the warehouse to speak with Gary, the shipping manager, about the products shipped to SnapGear – particularly the electric motors. He was surprised when Gary told him, “We thought that the electric motors could go with the rest of the equipment, so we packed them in the ocean container, too. You know, it might save us some money. We ran out of filling material, but don’t worry—we packed it in a way that nothing will happen to them.” Marcelo knew that some of the larger equipment had protruding parts, so he became concerned the smaller items would be damaged en route.
Marcelo also realised that the blasting cabinet that SnapGear had ordered was still in the warehouse. Gary said the light box component had to be removed from the top of the blast cabinet in order to meet the ocean container height regulations, and his staff needed the company’s engineer to help make the modification before the shipment could proceed. SnapGear was also waiting on the vacuum equipment, which was found next to the blasting cabinet in the warehouse. Gary and his staff had never sent vacuum equipment by sea, and they needed a forty-foot container with an open top. Someone had ordered a hard top container instead. If the open-top container was not used, the container could not be loaded by crane onto the cargo ship. Marcelo thought to himself, “How did we not know this before?”
After Marcelo finished speaking with Gary, he went back to the office and received a call from Bryan at Tempo Logistics. Bryan advised that there was a verbal contract between Tempo and BelAir; a written contract was still being prepared. He also said Tempo was experiencing a shortage of truck drivers and could not come for another four to five days to take containers to the port. Bryan added that Marcelo would be very fortunate to find a company able to assist in trucking, as finding new truck drivers to replace those retiring had become a nationwide problem. Marcelo had to find a solution to this, as he needed to get equipment moved not only internationally, but in the U.S. as well.

CORRECTIVE ACTION
Marcelo called the freight forwarders that BelAir used, ABC Global Express, which offered a full range of services, such as export packing and containerization. To save costs, BelAir did not use ABC’s U.S. pick-up service or any other packaged services. It used ABC as shipping agents and customs brokers to arrange the export customs clearance and to pay the export duties. Marcelo was used to working with freight forwarders who offered door-to-door service, so this would be an adjustment. However, ABC did offer satellite tracking, so Marcelo used his smartphone to track BelAir’s latest shipment to SnapGear through the mobile application. To Marcelo’s disappointment, the latest shipment was in Sri Lanka, but delayed due to customs clearance issues.
At the seaport in Colombo, Sri Lanka, goods are unloaded from the ship and then inspected by customs and stored. The consignee has four days to provide the required documents needed for customs clearance and then remove the goods from the storage area. Dhruv has been waiting for a missing document from BelAir to be able to provide the complete set of documents to Sri Lankan customs. The demurrage has been accumulating for the past two weeks.
Dhruv knew that the sales agreement with BelAir stated that SnapGear was responsible for charges once the shipment arrived in Sri Lanka, but as he believed the missing documentation was BelAir’s fault, he wanted BelAir to pay for the demurrage. As a part of the sales contract between BelAir and SnapGear, they negotiated the following shipping delivery terms: “CFR, Port of Colombo, Sri Lanka, Incoterms® 2020.” SnapGear had a solid relationship with its own freight forwarders, located in Sri Lanka, and were able to negotiate favourable freight rates. Keeping this in mind, BelAir had already offered SnapGear a reduced price for the equipment that it shipped.
Marcelo called Dhruv to explain the situation, and that he would be getting all the outstanding equipment shipped, just as soon as possible. He prepared the signed statement – which certified the country of origin – and sent it by email to Dhruv, hoping the Sri Lankan customs authorities would accept it while waiting for the original document to arrive by courier in three days. Marcelo also offered to pay for the extra demurrage incurred. Dhruv was still not happy with the service offered by BelAir. He told Marcelo he would not be purchasing equipment from BelAir again.

QUESTIONS

1. Identify, evaluate, and then describe six challenges faced by Marcelo with the shipping of products to SnapGear in Sri Lanka.

2. Explain clearly two ways that the truck driver shortage may affect BelAir and freight-forwarding companies generally?

What are the factors involved in the selection decision employees in multinational organizations? Which of these do you think is the most important? Why?

With online instruction being implemented during COVID-19 outbreak, what approach(es) would you adopt to evaluate the performance of students if you were the professor of this HR class?

Please identify your approach(es) clearly and state your reasons why. (Hint: Comparative approach, Attribute approach, Behavioral approach, Results approach, and Quality approach).

what are Backstage activities for Personal Shopper

What do you think about using Social Media as a background check? Please use the 5 criteria (i.e., reliable, valid, generalizable, practical, and legal) to argue your position.