For this exercise, select two people in leadership positions to interview. They can be leaders in the formal or informal positions at work, school, or society.

Conduct a 30-minute interview with each leader – ask the leaders to describe the visions they have for their organizations. In addition, ask, “How do you articulate and implement your visions”.

Leader #1 – is the leader vision content, vision articulation, or vision implementation?

Leader #2 – is the leader vision content, vision articulation, or vision implementation?

• What differences and similarities did you observe between the two leaders?
• Did the leaders advocate specific values? If so, what?
• Did the leaders use any unique symbols to promote their visions? If so, what?
• In what ways did the leaders behaviors model their visions to others?

• Discuss the consequences of Wells Fargo risk events making reference to its impact on stakeholders including employees and shareholders, other financial institutions such as banks and the auditors of the company. in 500 words

3. Many non-procurement executives are skeptical about the variety of the savings being touted by the procurement organization. What are several ways procurement organizations calculate cost reduction? What are several types of cost avoidance service providers employ?

How can you perform simple linear regression analysis using Excel?

1. Discuss three different methods of lubricating rail and the advantages and disadvantages of each.
2. Wayside :
3. Onboard
4. Vehicle Hy-rail

It is February 1, 2020 and you have been contacted by the owners of a proposed new restaurant in Columbus. This restaurant will be located on a piece of land near the Bradley Park area. The restaurant will emphasize fresh Mediterranean cuisine. The restaurant is the idea of two individuals that formerly worked for the Red Lobster’s Restaurant chain. The grand opening will be on April 2, 2020. The restaurant owners are aware of your expertise in small business and have asked you to develop an advertising plan for them.   They have agreed to pay you

$ 3,500 for this project, plus your reasonable business expenses.

            Using a budget accompanied by a narrative description, develop an advertising plan in outline form to present to the owners of the business. The owners are limited to only $ 8,000 for promotion and advertising until the company starts operations. From that point, the business will have to generate additional money for advertising from new sales. Please ensure that they know how their money will be used and why you believe your plan will attract customers.

The following information is to be used to determine your expenses:

Daily Newspapers: $600 for a quarter page ad on Sunday (20% of residents read the Ledger~Enquirer).

Television: Local affiliates will sell 30 second spots during the news for $ 10,000 per advertisement. Local cable companies will sell 30 second spots for $ 200.00 on ESPN.

Radio: A Rate Card for radio advertisements is not available for your analysis. For planning purposes, you can use the following rates:

Morning drive time (M - F; 6:00 - 10:00 am): $ 60 per day or five days for $ 180.00.

Evening drive time (M - F; 4:00 - 7:00 pm): $ 50 per day or five days for $ 130.00.

All other times: $ 20.00 per individual spot.

Magazines: N/A - no regional magazines are feasible as they cost $ 4,500 per monthly advertisement.

Billboards: Local billboards can be secured for a monthly package deal of $1,800 for three sites on I-185 north of Columbus or a package deal for $800 for two locations on Veterans Parkway. You must buy the package deal. You cannot buy individual billboards.

Direct Mail: A letter with two enclosed pieces of paper will cost you $ 0.75 per person to mail bulk rate.

Flyers: Flyers can be printed by the local print shop for $ 0.045 per sheet.

Student Newspaper: The student newspaper sells ad space at $150.00 for a quarter page ad. It has only 3,000 readers.

Other more creative, “boot-strapping” promotional techniques can be considered in your plan, but you must explain them.

Write two page paper on the topics of process strategy, Location management and layout Strategies. For each topic define give an example and indicate the importance and total of 2 external references. Add your personal life experiences on topics of process, location and layout strategies.

Don’ts of Electronic Mail

Don’t • Use e-mail to discuss something with a colleague who sits across the aisle or down the hall from you. Take the old-fashioned approach of speaking to each other. • Say anything negative about a boss, friend, or colleague via e-mail. And don’t forward the negative comments of others. • Use e-mail to start or perpetuate a feud. If you get an e-mail that tempts you to respond in a scathing manner, stop yourself. You may be misinterpreting the message. Even if you’re not, take the high road. • Write anything in an e-mail you wouldn’t want published in a newspaper. E-mail with sensitive or potentially embarrassing information has an uncanny way of leaking out. • Begin responding to e-mail messages on your smartphone’s tiny keyboard the minute you get out of a meeting. Get back to your office, laptop, or tablet, where you can craft a better response in less time. Select a one don't of electronic email that you violated and tell a story.

Consider Commerce Clause, Dormant Commerce Clause, Supremacy & Preemption legal theory Golden is a privately-owned company engaged in the business of disposing toxic waste generated by mining companies. Golden operates pursuant to a license issued by the state of Alpha. This license authorizes Golden to contract with miners to provide the following services: (i) collection of toxic waste at mine sites, and (ii) transportation of that waste to Golden's disposal station, which is in Alpha, three miles from the border with the state of Beta. In accordance with the authority granted by its license for the past 10 years Golden has contracted to provide services to miners in Alpha. Recently, Golden expanded its business to serve the miners in Beta and emerging battery businesses across the border in Beta. Shortly after Golden extended its services to the Beta miners and plants, the residents of the town from which the toxic waste disposal station operates started complaining about the rash of skin irritations, and increased illness. Prior to Golden's expansion of service to the State of Beta miners and the battery business, the U.S. Congress has passed legislation promulgating standards for safe disposal of toxic materials including batteries. The residents petitioned the State of Alpha to close Golden's disposal station. Golden objected. The Commissioner held open hearings. Following the hearings, the state issued an order that the use of Golden's disposal station would be limited to toxic waste from Alpha miners only. The Beta miners and battery businesses were barred from disposing of their toxic waste through Golden. Both Golden and the State of Beta have filed suit against State of Alpha seeking to rescind the order. Develop an IRAC for the constitutional legal issues. Use proper labels for all parts of IRAC ISSUE: Single sentence which links parties and legal issue through a triggering fact. RULE: Start with a General rule statement and expand outward to include elements of each rule. This may take several paragraphs to present a logical and clear progression of the rule. ANALYSIS: Present a fact summary which allows you to develop your analysis of how the rules and elements of law apply to the facts of this case. This is a logical process proceeding through rules and facts so that there is a thorough understanding of the application of law. Prior case law is cited and explained to support your analysis. CONCLUSION: A single sentence answering the question raised in the Issue Statement along with a because statement which provides a fact pivotal to the conclusion of legal application.

Zoom has gained a lot of attention because of how the company extended its technology in the global pandemic. In the same breath, the company has received harsh criticism regarding its product's security which shows that Zoom is falling short of the industry standard levels of security. As a senior executive, explain the steps you will take to fix this problem. Be sure these steps follow (i) ethical guidelines in the industry, (ii) the company's dynamic capabilities and (iii) the industry life cycle of a firm.

Why do many organizations have data that cannot be converted to actionable information? What are the hurdles faced by firms that attempt to query transactional databases?

TRUE OR FALSE QUESTIONS

1. The evaluation of requirements for the key activities in the integration effort should consider the amount of knowledge transfer required, the degree of integration necessary, and the speed of the integration necessary
2. In developing a checklist it is critical that a clear response be possible so that a box can be Checked.
3. The checklist developed for evaluation and control should cover all potential aspects of the alliance/merger.
4. Evaluation and control is a discrete activity that occurs only after the firm has implemented its plan.
5. In the integration effort the new blended firm should worry about completing the integration and not worry about written documentation.

1. Evaluate the acquisition of Calphalon; does it make sense? (cost-benefit) What capabilities/resources of Newell would help/hinder this acquisition?

2. Evaluate the acquisition of Rubbermaid; does it make sense? (cost-benefit) What resources/capabilities of Newell would help/hinder this acquisition?

3. With the challenges that Newell faces, what should Newell's TMT consider/do regarding their corporate strategy? Or what should they be careful about the acquisition of Calphalon and/or Rubbermaid?

Alan Smith was the senior manager of a marketing and sales team at a medical devices company. Since his team was all together at a large off-site company event for three days (something rare given their travel schedules), he had pulled them together to discuss an important hire. The team needed to choose someone for a key management role with core responsibilities, such as attracting new business and promoting overall revenue growth.
After sorting through a large pool of applicants, he and several others on the team had narrowed down the field to two well-qualified internal candidates. Smith was now meeting with this team and with his own boss present to decide which of the two to hire. Even though Smith was not the most senior person there, he was clearly the one authorized to make the decision. He had decided at the outset to be in “listening” mode so as not to potentially bias the team toward his viewpoint, but rather to let them speak freely.
The first candidate was Mita Anand, who had excellent performance metrics. She was known to be a broad thinker, very outgoing, and willing to speak her mind.
The second candidate was John Merriweather. He was also a consistently strong performer, and he had a good reputation throughout the company. Culturally, he would be an easy fit with the rest of the team as well, having a similar temperament, interests, and points of view on most matters.
For the first few minutes of the discussion, various team members spoke about their experiences with, and opinions of, one or both candidates. Because both were unambiguously strong performers on the metrics used in their current roles, the discussion was so far confirming the choice of these two as the finalists, but wasn’t moving the needle clearly in the direction of either Anand or Merriweather. Until, that is, Elliott Bowers (a team manager who would be at an equivalent level with the candidate eventually chosen) spoke up.
“I’m surprised no one has mentioned what happened last night, since I know many of you noticed it,” Bowers began. “At the party last night, Mita did that wild group karaoke on stage. I heard she stayed out all night. I just don’t think it’s appropriate for a manager in our industry—let alone a mother—to behave like that.”
“Yes, it was pretty noticeable,” agreed another team member, who then asked, “But there weren’t any clients in the room, were there?”
“No, but I just don’t know if I can really trust her decision-making if that is how she behaves,” Bowers replied.A few others nodded their head in apparent agreement, but no one picked up on Bowers’s thread directly. Instead, the next comment moved back to a question about whose specific background experiences might be more valuable in the managerial role. Although Smith didn’t ask for a straw vote to see where people were at, he sensed that the group had begun to lean toward Merriweather.
After a few more minutes of discussion where nothing particularly differentiating was said, Smith sensed the conversation had reached a point of diminishing return, and thus brought the meeting to a close. He thanked everyone for their contribution, and said he would let them know his decision soon.

Question 4 :

Discuss each of the following:
1. The existence of Gender discrimination in the case.
2. The Glass Ceiling phenomena through focusing on "Why Women Stay Out of the Spotlight at Work".