This question contains multiple parts; be sure to answer each.

First, what is motivation, and why is it important for managers to understand how motivation works?

Second, suppose that you are the manager of a Salvation Army store. People make donations to the store as charitable contributions, and then the store sells the items to raise money for its charitable projects (mostly designing programs to offer immediate relief, short-term care and long-term growth in the areas that will best benefit the community). Name at least one extrinsic and one intrinsic reward you might use to motivate employees at the store.

1. How is Juul working with the FDA to limit access to Juul’s products by teenagers?

1. Compare and contrast the various change management models. Provide a brief overview of your comparison. Which models have you seen implemented in the workforce? Next, recommend which change model you would use when implementing your new HRIS, and explain why you would use the selected model.

When Jim began working in the human resources department at KR Electronics, he was impressed with the number of advancement opportunities the job offered. His first task was to monitor reports that came in from employees through the company’s ethics hotline. It was a simple job, but one Jim felt would lead him to a higher position in the HR department. He spent two days learning about the company’s ethical policies and values, such as the importance of integrity and confidentiality. Jim felt reassured he chose a great company in which to start a career. KR Electronics was a competitive company, and every six months employees were evaluated for performance. While the highest performers received substantial bonuses, the lowest 15 percent were consistently fired within the year. This didn’t bother Jim too much. He knew many other well-known companies had a similar system in place. What bothered Jim was the way the supervisors treated employees who did not perform highly. Several employees approached Jim and told him of an abusive manager who often yelled at employees in front of other coworkers. Jim heard reports that the supervisor would make comments such as “I can’t wait till the year is up and I can tell you to get lost. It’ll be nice to actually get someone in this job with half a brain.” When Jim approached David, the human resources manager of his department, about what he heard, David shrugged off Jim’s concerns. “You’ve got to understand, Jim,” David explained. “We operate in a highly competitive field. Employees have to work quickly and efficiently in order to maintain our business. This often requires supervisors to get tough. Besides, this supervisor’s unit is one of our highest performers. Apparently, whatever he’s doing is working.” This remark made Jim feel uncomfortable, but he did not want to argue with his boss about it. One day Jim got a call from a woman in the company’s sales department. She informed him that many of the firm’s salespeople made exaggerated claims about the quality of their electronics. He also learned salespeople were making guarantees about products that were not true, such as how long the product would last. “The salespeople are given substantial bonuses for exceeding their quotas, so many promise whatever it takes to increase their sales,” the woman explained. Although it was not required to provide a name when reporting, the person talking to Jim gave her name as Sarah Jones. She asked Jim to make sure her sales manager Rick Martin did not find out she called the hotline. Jim gave the report to his supervisor for further investigation. Two weeks later Jim heard that Sarah Jones had been fired for poor performance. He approached David to ask him about the situation and was horrified to find out the sales manager of Sarah’s division had been told about her report. “But David, this is a violation of our confidentiality code! I promised Sarah we would keep her name anonymous when investigating this matter. What if Rick fired her out of retaliation?” Jim asked. David looked at Jim in exasperation. “Jim, you are making too big of a deal out of this. Nobody forced Sarah to give her name to us over the hotline. And trust me, Rick’s a good man. He wouldn’t fire someone simply to get back at them for reporting. It seems to me that these reports don’t have credibility, anyway. It’s likely that Sarah made up these allegations to hide her poor performance.” Jim left David’s office upset. Even if Sarah was a poor performer, he did not feel that it was right that her sales manager was told about her report when she expressly requested otherwise. As he went back to his desk, he remembered hearing that the sales manager and David were good friends and often went out together for lunch. Case 1 questions: 1

. Using concern-for-people and concern-for-performance matrix, discuss the four types of corporate culture? What type of corporate culture does KR Electronics have? Explain your answer?  

List and explain THREE ethical issues in the case? And explain how the corporate culture of KR Electronics contributed to these ethical issues?

1. Tick Tracey works for the FBI and wants to spy on Bruce Wayne, who he believes is negotiating a deal with Shultz, a well-known Russian oligarch, that would harm national security. What steps must Tick Tracey take to begin listening in on Bruce’s conversations?
2. Define SLAPP
3. What was the court holding in Elonis vs. US?
4. What are the warrant exceptions to the Wiretap Act?
5. What are the requirements for the 4th Amendment reasonable expectation of privacy test?
6. What are the elements of the tort of public disclosure of private facts?
7. Define data breach.
8. What are the elements of the tort of intrusion?

13.8End-of-Chapter Case: Pay To Play? Motivating Megadiamond's Suppliers The supplier-quality meeting ended at 3:10 PM and Tim Rock was bummed. The meeting ended without having accomplished one of Tim Rock's major goals. Tim Rock, senior purchasing manager at MegaDiamond, had hoped his idea to offer advantageous payment terms to certified suppliers would be approved. Unfortunately, Mega's CFO, Jack Hardplace, had rejected the plan dismissively, saying, "We just can't do that. We can't offer some suppliers special payment terms for doing what they should be doing in the first place." As Tim entered his office, he muttered, "Who does Jack think we are? Mega is no Fortune 500 player. We don't buy in big volumes. And we're definitely not Honda. We don't have an engineering team to send out to teach suppliers how to improve their own operations. Why in the world would our suppliers want to cooperate more fully in Mega's new supplier quality improvement program? Without some sort of monetary inducement, we're powerless." Mega's Quality Track Record Technological uniqueness had paved the way for Mega's entry into the market. Tim knew, however, that Mega's reputation for producing and delivering high-quality inserts was vitally important to future growth. The tight-knit oil and gas drilling industry was a lot like a small town—bad news traveled quickly. Because customers talked to one another, defective product could kill a company's reputation overnight. By contrast, positive word-of-mouth could help Mega's recognition as a preferred supplier of PDC inserts go viral. Because a reputation for poor quality meant a quick exit from the market, Tim had always viewed quality as critical. However, the quest for quality became formalized in 2004 when Superbdrill, Mega's largest customers obtained ISO 9000 certification. Superbdrill had pressured its major suppliers, including Mega, to get ISO certified. Mega complied, obtaining the ISO certification in the same year. Tim was proud of the fact that by 2009, Mega had established industry-leading standards of excellence in quality, on-time delivery, and pricing. Mega was hitting on all cylinders. The result: DrillMaster, a major Mega customer, named Mega as its "Number 1" vendor for 2011. As part of the commendation, Mega was elevated to "Level 1" vendor status, which meant DrillMaster would no longer conduct receiving inspection on incoming parts. The entire management team at Mega was thrilled to have met the standards necessary to be named a "dock-to-stock" supplier. This triumph validated Mega's quest for excellence. It also motivated Tim to extend "dock-to-stock" certification backward to Mega's suppliers. Motivating Supplier Quality Tim Rock had joined Mega in 2002—shortly before the initial ISO certification. He quickly realized that much of Mega's success rested on its reputation for producing extremely high-quality PDC inserts. The coolest designs only mattered if the quality was equally good. Tim had also recognized that purchasing had a significant opportunity to impact Mega's competitiveness through the acquisition of low-cost, high-quality materials. Mega purchased from approximately 400 suppliers, which were classified into three levels. Level 1 suppliers provided materials that were used directly as components of PDC inserts. Each PDC insert consisted of two principal components: A tungsten carbide base A polycrystalline diamond cutting surface Because of the composition of the inserts, Tim referred to these two parts as "bread and butter products." In effect, the tungsten base was the bread and the PDC the butter. Given the simple nature of a PDC insert, only 12 suppliers classified as Level 1 suppliers. However, these 12 suppliers represented over 50% of all purchase dollars. Level 2 suppliers provided inputs used in the production process. Mega actively sourced from 100 Level 2 suppliers, spending about 30% of the purchasing budget with these suppliers. Level 3 suppliers provided routine inputs that supported both operations and administration. The remaining 300 suppliers were all Level 3 suppliers. Tim dedicated most of his time and effort to improving relationships with Level 1 suppliers. In fact, to support Mega's quality emphasis, Tim completed the training needed to certify as an ISO auditor in 2009. Tim used this training to help suppliers improve their quality processes. For example, in a visit to Tungsten Specialist Incorporated (TSI), Mega's leading supplier of tungsten carbide substrates, Tim noted that TSI was not matching the specification sheet they received from Mega with the final materials certification. This finding helped explain why Mega occasionally received lots that did not meet required specs. More importantly, it raised serious questions about the quality practices at TSI. Because the quality of the tungsten carbide substrate was critical to the performance of the finished PDC insert, Tim had initiated a study of tungsten carbide suppliers. Mega had been purchasing tungsten carbide substrates from three suppliers; however, 99% of its tungsten carbide substrates were sourced from TSI. After surveying both existing suppliers as well as other buyers of substrates, Tim decided that TSI was the best source of substrates and that it would be more appropriate to "tighten up" the relationship rather than start over with a new supplier. The decision to "tighten" the relationship with TSI provided an excellent opportunity to begin to extend supplier certification backward to Mega's Level 1 suppliers. He was worried, however, that simply recognizing suppliers as certified would not motivate them to want to become a "Mega Certified Supplier." After all, despite Mega's world-class performance, a plaque from MegaDiamond hanging in a supplier's lobby wouldn't be viewed as a "world-class" endorsement. And, although Mega was growing fast, it couldn't buy in the kind of blowout volumes that would excite suppliers. To motivate the exceptional quality performance he desired to see from Mega's suppliers, Tim felt he needed to put some kind of "bottom-line" incentive on the table. Tim had identified three primary challenges to providing such a "bottom-line" motivation. Mega's small size had historically prevented it from being a dominant customer for most of its suppliers. In the case of TSI, Mega already purchased 99% of its substrates from TSI. Mega couldn't promise increased volumes as a reward for certification. Senior management needed to approve any—and all—ideas like offering special payment terms to certified suppliers. As Tim sat at his desk, he wondered aloud, "What can we offer to Level 1 suppliers to get their attention and motivate them to improve their quality practices?" Questions What do you think of Tim's plan? What are the pros and cons of a pay-for-performance certification program? If you think Tim should proceed, what can he do to get the CFO and other top management to support a financial reward for certified suppliers? If you don't like the pay-for-performance concept, how do you suggest Tim proceed to get suppliers to buy in to certification?

My Zombie, Myself
Why Modern Life Feels Rather Undead

Chuck Klosterman

Klosterman argues how zombies have become not only popular, but somehow representative of modern life.

Question:

Do you agree with this image? Why or why not?

Please, support with quotes from reading.

1) What leadership skills are important to a good leader?
2) What are some examples of good leadership - attach a link.
3) Based on the skills you listed and your example posted, which of these skills are communication-related?
4) How can someone acquire these skills if they don't have them?

1. The author states that character and ethics are largely something that either someone has, or does not have. How can this be assessed during the police application process?

2. In states that elect judges, is it possible to identify judges with prior ethical issues?

3. Discuss recommendations and strategies to help build high integrity among criminal justice personnel. Be sure to discuss police, courts, and corrections separately and highlight how these strategies may be similar and how they may be different.

4. Discuss some examples of police corruption. What factors do you believe led to these situations?

discuss the importance of a Competitive Strategy and provide an example of a Competitive Strategy that a company uses

minimum 300 words

1.         The idea of “broadening” our treatment of job performance involves both our definition of performance and our perception of what may affect job performance. Please illustrate how the idea of “broadening:”

a.         Informs how and why we should define performance.

b.         Informs how a manager should try to diagnose a performance problem.

On February 1, 2020 Britney contacts Fancy Weddings, Inc. about being the event management company to coordinate her wedding in June 2020. They discuss what Britney is interested in for the wedding and agree to perform all the wedding services at a cost of $10,000. Fancy sends a written contract to Britney outlining everything both parties had agreed to and Britney calls Fancy back and advises she received the letter and is an accurate description of their agreement, but Britney never signs the contract. On March 1, 2020 Britney calls back Fancy and tells them the deal is off because she thinks she can do a better job by herself. Fancy sues Britney and Britney argues a lack of consideration as a defense.

A. Will this defense be successful? Please explain.

B. Under the same facts as above Britney argues that the contract is not binding because of the Statute of Frauds. Will this defense be successful? Please explain.

how can zigbee and z-wave be used in companies? what benefits will they get out of it?

Appleebee's -

Explain the alignment of the mission, vision, and values and the theme, branding

Please read case and answer the questions

The problem of developing engaging online content that serves the interests of readers, journalists, and advertisers alike has persisted since the explosion of the Web in the 1990s. Information may want to be free, but high quality journalism also wants to be compensated. Although modern media companies have learned valuable lessons about how to create high quality, profitable online content, the industry still has more to learn about how to create content better suited for the capabilities of the Web. One company, Vox Media, is hoping to develop answers to these problems and to other important challenges in online journalism. Founded in 2003, Vox Media is a digital media company that manages a set of editorial brands focusing on major content categories like sports (SB Nation), technology (The Verge),gaming (Polygon), and real estate (Curbed). Vox Media hopes to become a purely online version of media companies like Conde Nast, Time Inc., and Disney. Vox Media consists of over 300 sites, all of which are built on its proprietary Chorus digital publishing platform. For example, the SB Nation brand consists of hundreds of sites, most of which are focused on individual professional sports teams. Vox Media also launched a news and politics site under its flagship domain, Vox.com, in 2014.Vox.com plans to use the persistence of the Web and freedom from the space restrictions of traditional print media to cover the news more effectively and engagingly. In traditional print media, there are space constraints for every article, and each inch of column space is precious. Space online is more abundant, and the editorial compromises required to get the most information possible into a fixed space are no longer necessary. Vox hopes to avoid oversimplifying a complicated topic or omitting any details except the most pertinent.Not only that, but the Web makes it much easier to find older material or to search within archives. Most home pages emphasize only the newest developments. In print media, each day’s news is forgotten, as staff and management continually focus on the next day’s content. But on the Web, this doesn’t need to happen. Topics can build organically, and journalists can focus on new developments instead of repeatedly explaining the same concepts each day. In this way, the Web is “persistent” in a way that print media is not; the previous day’s content is still readily available, and the next day’s content can build on it, enriching coverage and reducing journalists’ workloads.Sites like Wikipedia use the persistence of the Web to great effect, as articles continue to build over time, retaining information that is still relevant while updating information that has become outdated. But very few online news outlets take advantage of the persistence of the Web. Vox envisions this type of approach to covering the news. In the past, many of the most important topics in the news have been troublesome for media companies because they’re distasteful, difficult to understand, and difficult to cover. If Vox reaches those lofty goals, it will likely be because of unique features like the card stack. Card stacks are modular topic resources that are updated to reflect the most recent developments in a particular area. For example, there are card stacks for Bitcoin, ISIS, and Obamacare, where each card discusses one specific element of the topic; for example, the Bitcoin card stack features cards such as “How do people get bitcoins?” and “Does Bitcoin have a security problem?” For complicated topics with a lot of jargon or subordinate topics that need to be frequently explained, card stacks are a perfect companion to relevant news articles.Highlighted text within these articles indicates when a card can better explain a phrase or a topic. Card stacks have some things in common with Wikipedia, including persistence and contemporariness.

1.How does James Bankoff, Chief Executive Officer and Chairman of Vox, describe Vox Media?

2.What does Bankoff say Vox Media’s approach is to digital media?

3. What does Bankoff think about the issue of trust and quality with respect to online content as it relates to Vox Media?

4.According to Bankoff, how does Vox Media intend to grow?

5.What is the difference between Vox Media and Vox (Vox.com)?

6.What does Matthew Yglesias say that he is hoping to achieve at Vox.com?