Who are the top 3 key players in the smart home market and why?

In your opinion, what role does culture play in international expansion by a corporation? must be at least 200 words. 2 paragraphs

Discuss the ethical dilemmas industrial salesmen face

Betty Vinson was the director of management reporting at WorldCom. She had worked there for five years when the fraud was uncovered and received two promotions during that time. Vinson’s salary increased from $50,000 when she started to $80,000 in 2002. Vinson reported to Buford Yates, director of general accounting, who reported to David Myers, senior vice president and controller, who then reported to CFO Scott Sullivan. (See Figure 1 for an organizational chart.) A hard worker who often stayed late or brought work home, Vinson considered herself lucky to land the job at WorldCom, as it was located in her hometown of Clinton, Miss. Vinson graduated from Mississippi College in 1978 and married her college sweetheart, Tom Vinson, a printing-equipment salesman who earned $40,000 a year. The couple had one daughter and lived a typical suburban lifestyle. Prior to working at WorldCom, Vinson worked as an accountant for various banking enterprises in Louisiana and Kansas City from 1978 to 1996. She also earned the Certified Public Accountant (CPA) credential during that time.

Problems began to emerge in the telecommunications industry in the late 1990s. The industry had over expanded, and every company was beginning to feel the effects, including WorldCom. By 2000, WorldCom’s expenses were increasing faster than revenues. In September 2000, WorldCom had to find $828 million to meet earnings targets expected by Wall Street. Vinson and her accounting colleagues found $50 million, but it wasn’t nearly enough. Senior management instructed her and her accounting coworkers to reduce reserve accounts for line costs to cover this shortfall. Reserves had been set aside based on estimates of potential losses, but they needed to have enough reason to reduce the reserve. Meeting earnings targets wasn’t a valid reason. Sullivan pressed Myers and Vinson’s boss, Yates, to make this adjustment. Yates told his accounting team that he had reservations, too, but that Sullivan promised this was a one-time adjustment. They all agreed to go along with the accounting adjustment. Vinson felt uncomfortable with this and considered resigning. The corporate accounting department’s discomfort with the entries prompted Sullivan to call the accountants into his office. He used an analogy that WorldCom was an aircraft carrier, and they needed to land the planes that were in the air. He urged them to wait until the planes had landed, and then they could leave the company if they still wanted to. Sullivan assured them that nothing they would do was illegal and that it wouldn’t be repeated. After talking to her husband, Vinson decided against resigning because of her family’s dependence on her salary and health insurance. In April 2001, the gap in meeting earnings targets was $771 million. The reserve pools weren’t large enough to cover this gap. Sullivan’s new strategy was to shift line costs, recorded as expenses, to capital expenditure accounts. Yates objected. Sullivan insisted it was the only way to cover this gap. Vinson and her coworker both felt cornered; this was clearly fraudulent accounting. The only choices now were to resign or make the entries. The three-person accounting team identified the capital accounts to use, and Vinson made the entries to transfer the $771 million. She backdated entries to February in the computer system and then indicated to colleagues at WorldCom that she was going to look for another job. These entries continued quarterly through April 2002. The Securities & Exchange Commission (SEC) was informed of the problem in June 2002 as a result of the efforts of the WorldCom internal audit team. The SEC would ultimately charge CFO Scott Sullivan, Controller David Myers, and accountants Buford Yates, Troy Normand, and Betty Vinson. According to the SEC complaint: “At the direction of WorldCom senior management, Vinson and other WorldCom employees caused WorldCom to overstate materially its earnings in contravention of generally accepted accounting principles (GAAP) for at least seven successive fiscal quarters, from as early as October 2000 through April 2002. Vinson knew or was reckless in not knowing, that these entries were made without supporting documentation, were not in conformity with GAAP, were not disclosed to the investing public, and were designed to allow WorldCom to appear to meet Wall Street analysts’ quarterly earnings estimates

Paraphrase one of Yates’ arguments?

This argument best describes the ____________________________________ “reason and rationalization” of GVV because?

In response to Mr. Yate’s argument, Betty and Troy could have countered?

What do you think are the most significant challenges, but also the potential benefits, of social media for emergency managers and PIOs (public information officer) in emergency management and crisis communications? Describe an example of an actual disaster or crisis incident in which social media had a major impact, whether good or bad. What is your assessment of how the organization, official or jurisdiction handled, used, or responded to social media in that event? Can social media ever actually be “managed?” Why or why not

As you think about what you have learned in this course, your own personal experience and current events, post three to four paragraphs briefly suggesting the best ways to reform the health care system. You may also discuss any current proposals for health care reform, though your own creative ideas or those that use the current proposals to catapult your ideas are preferred. Support your position with rationale and pertinent information. Please provide appropriate links. Restrict your advocacy to one of the healthcare laws or proposals listed below or a documented current health care proposal.

Affordable Care Act
Medicare
Medicaid
Medicare for All

What are work-life programs? How are they related to work-family programs? What are some of the challenges in developing and using work-life programs?

It's important to have a compelling vision and a comprehensive plan. Explain, What does this mean and how does it apply to managing?

Toolkit Exercise 9.3

Influence Tactics

1.      Think specifically of change situations in an organization you are familiar with. What influence tactics did people use? Describe 3 situations in which 3 different tactics were used.

      a.    Inspirational appeals

      b.    Consultation (seeking the participation of others)

      c.    Relying on the informal system (existing norms and relationships)

     d.    Personal appeals (appeals to friendship and loyalty)

      e.    Ingratiation

      f.    Rational persuasion (use of facts, data, logic)

      g.    Exchange or reciprocity

      h.    Coalition building (creation of subgroups or links with other groups to exert pressure)

       i.    Using organizational rules or legitimating tactics (framing of the request as consistent with policy and/or your authority

       j.    Direct pressure

      k.    Appeals to higher authority and dealing directly with decision makers

2.      How successful were each of the tactics? Why did they work or not work?

3.      How comfortable are you with each tactic? Which could you use?

1. Tell me about 5 things you now know about Enron.

2. From what you have seen in the Movie, does Enron take a shareholder or stakeholder approach to social responsibility? Provide 2 examples of Enron's actions that support your position?

3. Of the motivation alternatives discussed in class, which technique did Enron use to motivate it's employees? Provide an example to support your position.

4. Besides his title of President, discuss why Ken Lay would be considered a leader?

5. Besides his title of CEO, discuss why Jeff Skillings would be considered a leader?

Draw an organizational chart showing the primary way in which your company groups its activities. based on this chart, decide what kind of structure (functional, product, or divisional) your company is using. Johnson and Johnson operates by having a multidivisional stucture.

(This is the question that i need answered from the question and answer above)--->Why did your Johnson & Johnson choose this structure? in what ways is it appropriate for its business model? in what ways is it inappropriate?

What kind of integration or integration mechanisms does Johson & Johnson use?

In depth, please explain the significant importance of human capital.

How does Johnson & Johnson's culture support its business model? Can you determine any ways in which its top-management team influences its culture?