When considering Global supply chains what specific compliance activities need to take place .What are the most important and least important of these?

(If possible, answer it in no more than 2 average length paragraphs. The previous answer I got didn't really seem to specifically answer the question, was a good answer but way too long. I need a precise answer to the question so I can elaborate on it in my own words.)

4. Audience and Direct/Indirect Pattern Instructions: For each of the following three tasks,

i. Write a brief analysis of the audience.

ii. State whether you think a direct or indirect opening is best, and why.

a. A letter promoting the services of a home repair company that just opened for business.

b. An email to campus students announcing that parking fees will increase by $10 to $20 per month.

c. A memo to staff which details the construction schedule for the cafeteria.

please answer all means a,b,c asnp. make sure I will full marks

Managers must be able to diagnose both a company's external and internal environment to succeed in developing a successful strategy. Identify and discuss a concept or tool that can be used for assessing a company's external environment.

Digital transformation 'fundamentally' changing cybersecurity

Digital transformation is forcing ‘fundamental changes to cybersecurity strategies’, more than two thirds (69 per cent) IT executives are saying. The conclusion was released in a new report by BMC and Forbes Insight. Among the critical assets that need protecting are financial and customer information, brand reputation, intellectual property and employee information. Most work, when it comes to cybersecurity, is around cloud. Almost two thirds (65 per cent) of respondents said public clouds have the biggest security implications. This year’s report is all about accountability. More than half (52 per cent) said accountability for breaches has increased for their operations teams.

“Make no mistake, cybersecurity is a critical initiative across the board. Every company, government, and society is seeking new innovative paths to drive our digital future, but all are battling increased threats from phishing, ransomware, and known vulnerabilities,” said Bill Berutti, president of security and compliance at BMC.

“Businesses need to tear down security and operations walls – or keep getting hacked. BMC is continuing to deliver highly sophisticated SecOps solutions that are illustrating our commitment and leadership in addressing these top customer priorities.”

“The biggest fear of the CIOs and CISOs I speak to is seeing their companies on the front page of The Wall Street Journal because they’ve had a massive breach,” says Sean Pike, program vice president for security products at IDC.

BMC says organisations should act now, otherwise they’re leaving corporate assets vulnerable to hackers. Here are three BMC’s recommendations for everyone:

“Create a modern cybersecurity strategy backed by a solid business model, including spending proposals that target security spending in areas of greatest impact. Increase efforts to secure mission-critical assets. Devote additional personnel and technology to ensure the enterprise is secure. Develop an enterprise-wide culture of security that includes key stakeholders like the line of business owners who can help reduce “weak link” security gaps.”

1. Which critical assets should companies be concerned about protecting? Give some examples of intellectual property that you might want to protect in your own business.

2. Do some online research and/or use your own knowledge to define the terms mentioned in the article: ‘phishing’ and ‘ransomware’.

3. What are BMC’s three recommendations when it comes to protecting corporate assets?

You have just signed on as the Manager of Human Resources for a large manufacturing company in the Chicago area. Your company manufactures parts to the automotive industry such as air duct assemblies for various models of new vehicles as well as to the secondary market for these same parts. Upon conducting an audit of HR initiatives and trying to understand the challenges you want to tackle, you find that the overall turnover rate for this company is 37%. You have not worked in this specific industry but you feel at first glance that this number is high. Based on this limited information that you have, lay out a strategy for addressing turnover. You should include the following in your answer:

1. Is the 37% turnover a cause for concern? How would you go about finding out this information?

2. What additional data will you gather to learn more about the turnover in this organization? Remember that your readings discuss different types of turnover and this should be addressed in your answer along with any benefits of turnover.

3. Assume that you find that the turnover is problematic. Particularly, you discover that the turnover for non-exempt staff is 42% - well over the total turnover for the organization. Prepare a strategy to suggest to the CEO for addressing this turnover, specifically addressing possible causes of the turnover and solutions related to those causes. You will need to think about many of the concepts we have discussed throughout this course in order to answer this question fully.

Why would you choose Broad Differentiation Strategy to competing successfully and making profit in your own company? Explain shortcomings (pitfalls) to avoid.

2. You are the HR Manager for a small firm with 10 employees; all the employees are eligible for merit pay. You have been allocated $10,000 to reward these employees. Design a performance management system to first evaluate these employees and then a system to link their performance with these employees.

The FTC has responsibility for preventing unfair methods of competition and unfair and deceptive business practices. Describe three examples of business activities that could be declared unlawful by the FTC pursuant to these powers.

11.2 Public Relations Crisis Communication Discussion

Public Relations communication is an extremely effective means of developing social capital for companies when it is handled well.  

Crisis communication is another type of bad-news communication, and how this type of communication is handled often determines the success, or failure, of a company; and the future outcome for entire industries.  

Often during, or following, a crisis the organization might incorporate some use of public relations communication to assist the public in understanding how the organization is handling the crisis and how they are trying to mitigate the consequences of the crisis.

Do some online searching and find a crisis situation. Read about how that crisis was handled, and how communication was provided from a public relations standpoint and also from a crisis standpoint. Submit a discussion post evaluating how the communication was handled and suggesting how it might be handled more appropriately.

Assume you are the HR director of a tech company located in Jackson, MS. Based on the kind of service it provides, it will see a sharp increase in their business due to the coronanvirus pandemic. Your CEO has tasked you with hiring a significant number of new employees, both professional and non-professional. Professional employees include computer scientists, engineers, designers, accountants, and marketing/sales people. The non-professional employees includes clerical staff, maintenance staff, and custodial staff. How would you go about successfully recruiting each group? How would you ensure the best possible and most diverse applicant pool? Assume that things will be back to normal by summer.

Why is it important to manage one's time and schedule within the business community?

How Bad Performance Management Killed Microsoft’s Edge

By DARCY JACOBSEN

What went wrong? Microsoft has been crippled by a management system known as “stack ranking.” Like the hated bell curve of your high school memory, this program forced each business area to rank a certain percentage of employees as top, good, average, or poor performers. That means that even if your department was full of stars, a certain quota would be getting bad reviews—no matter how hard they worked. Pretty demoralizing.

Here is a quote from the preview of the article that’s now available online:

“Every current and former Microsoft employee I interviewed—every one—cited stack ranking as the most destructive process inside of Microsoft, something that drove out untold numbers of employees,” Eichenwald writes. “If you were on a team of 10 people, you walked in the first day knowing that, no matter how good everyone was, 2 people were going to get a great review, 7 were going to get mediocre reviews, and 1 was going to get a terrible review,” says a former software developer. “It leads to employees focusing on competing with each other rather than competing with other companies.”

This sort of cannibalistic performance management practice—with its rigid, stratified winner’s circle—completely disengaged many workers at the company, and led to a culture that did not encourage cooperation or teamwork. Innovation and excellence fell victim to the need to compete with co-workers for not only recognition but survival. Said one former employee: “It was always much less about how I could become a better engineer and much more about my need to improve my visibility among other managers.”

Microsoft, once the uncontested king of the tech industry, has faltered while companies like Facebook, Apple and Google have excelled. Where Microsoft had a head start on technologies like smart phones, social networking and e-reader tablets, in every case the company’s culture, which penalized risk-taking, caused them to fail.

Good talent management is not divisive; it is inclusive. It takes into account the viewpoints of peers; it doesn’t pit you against peers. It is flexible and immediate and responsive to the needs of management and the needs of workers. It works in tandem with the culture you want to encourage; it does not set up a new, toxic culture. The surest way to kill your company is to ignore these principles.

Read the case and answer the following questions. All questions carry equal marks.

Q1. Identify the performance measurement approach adopted in the Microsoft company and analyze its negative impact on employee morale, creativity and work-outcomes.

Q2. Identify and explain the key stages of performance management cycle in which Microsoft company made errors in designing an effective performance management system. Give examples.

Q3. In your opinion, is the performance management system at Microsoft ethical? Can it create legal issues for the company?

Q4. Plan and propose a new performance management system for Microsoft company capable of motivating the employees, taking into consideration all the stages of PMS development.

How Bad Performance Management Killed Microsoft’s Edge

By DARCY JACOBSEN

What went wrong? Microsoft has been crippled by a management system known as “stack ranking.” Like the hated bell curve of your high school memory, this program forced each business area to rank a certain percentage of employees as top, good, average, or poor performers. That means that even if your department was full of stars, a certain quota would be getting bad reviews—no matter how hard they worked. Pretty demoralizing.

Here is a quote from the preview of the article that’s now available online:

“Every current and former Microsoft employee I interviewed—every one—cited stack ranking as the most destructive process inside of Microsoft, something that drove out untold numbers of employees,” Eichenwald writes. “If you were on a team of 10 people, you walked in the first day knowing that, no matter how good everyone was, 2 people were going to get a great review, 7 were going to get mediocre reviews, and 1 was going to get a terrible review,” says a former software developer. “It leads to employees focusing on competing with each other rather than competing with other companies.”

This sort of cannibalistic performance management practice—with its rigid, stratified winner’s circle—completely disengaged many workers at the company, and led to a culture that did not encourage cooperation or teamwork. Innovation and excellence fell victim to the need to compete with co-workers for not only recognition but survival. Said one former employee: “It was always much less about how I could become a better engineer and much more about my need to improve my visibility among other managers.”

Microsoft, once the uncontested king of the tech industry, has faltered while companies like Facebook, Apple and Google have excelled. Where Microsoft had a head start on technologies like smart phones, social networking and e-reader tablets, in every case the company’s culture, which penalized risk-taking, caused them to fail.

Good talent management is not divisive; it is inclusive. It takes into account the viewpoints of peers; it doesn’t pit you against peers. It is flexible and immediate and responsive to the needs of management and the needs of workers. It works in tandem with the culture you want to encourage; it does not set up a new, toxic culture. The surest way to kill your company is to ignore these principles.

Read the case and answer the following questions. All questions carry equal marks.

Q1. Identify the performance measurement approach adopted in the Microsoft company and analyze its negative impact on employee morale, creativity and work-outcomes.

Q2. Identify and explain the key stages of performance management cycle in which Microsoft company made errors in designing an effective performance management system. Give examples.

Q3. In your opinion, is the performance management system at Microsoft ethical? Can it create legal issues for the company?

Q4. Plan and propose a new performance management system for Microsoft company capable of motivating the employees, taking into consideration all the stages of PMS development.

Choose a Kuwaiti firm.

- Conduct a value chain analysis of the activities of the chosen firm. Select five activities.

- Explain how each of the five activities contributes to add value to the final product, and then creating value to customers.

2)​The Spurling Group is considering using magazine outlets to advertise their online Web site. The company has identified seven publishers. Each publisher breaks down its subscriber base into a number of groups based on demographics and location. These data are shown in the following table:

The company has set a budget of $25,000 for advertising and wants to maximize the number of subscribers exposed to their ads. However, publishers B and D are competitors and only one of these may be chosen. A similar situation exists with publishers C and G.

​Formulate and solve an integer optimization model to determine which publishers to select and how many groups to purchase for each publisher.