what is forensic linguistics and how has it been used in casework such as the investigation of the Unabomber?

Discuss the support activities of HRM, R&D, Technology development, and Infrastructure in Xiaomi Corporation.

(Use your own words)

• Prompt: Review and respond to the three questions presented in the “The ‘People’ Focus: Human Resources at Alaska Airlines” case at the end of Chapter 10.
• Requirements: A 250-word minimum, APA compliant paper addressing all three questions. Regarding Question 2 – is there a biblical basis for employee empowerment? The final section is to include an analysis of how you see the approaches stated either aligning with or going counter to Scripture. How do Genesis 1:26-27 and 1 Peter 5:2-3 apply to this case?

The “People” Focus: Human Resources at Alaska Airlines

With thousands of employees spread across nearly 100 locations in the United States, Mexico, and Canada, building a committed and cohesive workforce is a challenge. Yet Alaska Airlines is making it work. The company’s “people” focus states:

While airplanes and technology enable us to do what we do, we recognize this is fundamentally a people business, and our future depends on how we work together to win in this extremely competitive environment. As we grow, we want to strengthen our small company feel . . . We will succeed where others fail because of our pride and passion, and because of the way we treat our customers, our suppliers and partners, and each other.

Managerial excellence requires a committed workforce. Alaska Airlines’ pledge of respect for people is one of the key elements of a world-class operation.

Effective organizations require talented, committed, and trained personnel. Alaska Airlines conducts comprehensive training at all levels. Its “Flight Path” leadership training for all 10,000 employees is now being followed by “Gear Up” training for 800 front-line managers. In addition, training programs have been developed for Lean and Six Sigma as well as for the unique requirements for pilots, flight attendants, baggage, and ramp personnel. Because the company only hires pilots into first officer positions—the right seat in the cockpit, it offers a program called the “Fourth Stripe” to train for promotion into the captain’s seat on the left side, along with all the additional responsibility that entails (see exterior and interior photos of one of Alaska Airlines’ flight simulators on the opening page of this chapter).

Customer service agents receive specific training on the company’s “Empowerment Toolkit.” Like the Ritz-Carlton’s famous customer service philosophy, agents have the option of awarding customers hotel and meal vouchers or frequent flier miles when the customer has experienced a service problem.

Because many managers are cross-trained in operational duties outside the scope of their daily positions, they have the ability to pitch in to ensure that customer-oriented processes go smoothly. Even John Ladner, Director of Seattle Airport Operations, who is a fully licensed pilot, has left his desk to cover a flight at the last minute for a sick colleague.

Along with providing development and training at all levels, managers recognize that inherent personal traits can make a huge difference. For example, when flight attendants are hired, the ones who are still engaged, smiling, and fresh at the end of a very long interview day are the ones Alaska wants on the team. Why? The job requires these behaviors and attitudes to fit with the Alaska Airlines team—and smiling and friendly flight attendants are particularly important at the end of a long flight.

Visual workplace tools also complement and close the loop that matches training to performance. Alaska Airlines makes full use of color-coded graphs and charts to report performance against key metrics to employees. Twenty top managers gather weekly in an operations leadership meeting, run by Executive VP of Operations, Ben Minicucci, to review activity consolidated into visual summaries. Key metrics are color-coded and posted prominently in every work area.

Alaska’s training approach results in empowered employees who are willing to assume added responsibility and accept the unknowns that come with that added responsibility.

Discussion Questions*

1. Summarize Alaska Airlines’ human resources focus in your own words.
2. Why is employee empowerment useful to companies such as Alaska Airlines?
3. What tools discussed in the chapter might be employed to enhance the company’s training and performance efforts? Why?

QUESTION 9

1. A major recommendation for combating sexual harassment is to

   		post any sexually-toned comments you hear on the company Web site.
   		keep a running log of incidents against you.
   		embarrass anyone who tells a sexually-oriented joke by posting his or her photo and the comment on a blog.
   		wear a button that says, "Not me, not now."

5.00000 points (Extra Credit)   

QUESTION 10

1. A key purpose of the diversity umbrella is to

   		provide legal protection of people who have been discriminated against in the past.
   		ensure that everyone in the organization is welcome.
   		protect lower-ranking workers from harassment by managers.
   		provide legal safeguards against the organization being charged with discrimination.

5.00000 points   

QUESTION 11

1. A person with high cultural sensitivity is likely to

   		regard people from different cultures as pretty much the same.
   		be too sensitive to criticism from people from different cultures.
   		recognize nuances in customs among cultures.
   		overlook nuances in customs among cultures.

how does your workforce performance management system support high performance.

4. Devos inc has 4 teams (A, B, C, D) and 4 (1, 2, 3, 4) potential tasks. The total amount of days each employee would need to allocate to each job is as follows:

Use Excel solver

Match the team the most efficient task. What is the total number of days that these projects will take to get worked on?

• Do you think these motivational theories are still practical for modern day employees, why or why not?
• Which motivational theory if any is the most practical in terms of motivating you at your job ?
• As an employer how would you motivate your employees?

With the COVID19 pandemic, marketing messaging has been flipped on its head. Companies no longer know what to say to their customers due to the continuously poor prognosis of the economy and the overall health of the citizens.if you are the director marketing for your company, what message would you deliver? How would that message help benefit your organization?

i) Mohawk Industries Inc. is the largest designer, maker, and seller of carpets in the U.S. In a separate division, the firm’s product line also includes floor tile, pillows, and bed linens. Mohawk has a strong emphasis on cost reduction. If the firm wishes to sell more products overseas, what strategy would you recommend, and why?

ii) Consider the information given in the previous question, and your answer to that question, then recommend an organizational structure for Mohawk to use as it globalizes. Explain why the structure you recommend is the most appropriate one for Mohawk.

iii) Consider the information given in the two previous questions, and your answers to those questions. If Mohawk wishes to sell carpets inEurope, recommend an appropriate entry mode, and explain why your choice is the most appropriate one for Mohawk. What entry mode would you recommend if Mohawk wishes to manufacture its carpets in Asia? Explain your answer

QUESTION 1

1. 1. How does a firewall protect a computer network from unauthorized access?
   2. Discuss the difference between types of firewalls.

the merits and demerits of using internal and external agents

Given the current COVID-19 global pandemic, discus how an organization's business processes can affect how that organization deals with, and is impacted by, COVID-19.

List all five components of financial compensation plans, and briefly discuss each component’s objectives.

what is amazon management issues?

The XYZ Company plans to allocate some or all of its monthly advertising budget of $75,000 in the Mankato area. It can purchase local radio spots at $120 per spot, local TV spots at $500 per spot, and local newspaper advertising at $260 per insertion.

     The company's policy requirements specify that the company must spend at least $30,000 on TV and allow monthly newspaper expenditures up to $15,000. The company’s internal policy also requires that the company must buy at least 100 radio spots.

The payoff from each advertising medium is a function of the size of its audience. The general experience of the firm is that the values of insertions and spots in terms of "audience points" (arbitrary unit), are as given below:

        ---------------------------------------------------------------------------

         Radio                            150 audience points per spot

         TV                                180 audience points per spot

         Newspapers                   280 audience points per insertion

        ---------------------------------------------------------------------------

Let x1 = no. of Radio spots to be purchased,

        X2 = no. of TV spots to be purchased, and

        X3= no. of Newspaper insertions.

Max    150x1+ 180x2 + 280x3

s.t.

      (1)      120x1 + 500x2 + 260x3 <= 75,000     (Advertising Budget)

      (2)                      500x2                  ≥ 30000      (Expenditure on TV)

          (3)                                      260x3 <= 15000      (Expenditure on Newspaper)

          (4)                  x1                            ≥   100         (Number of radio spots)

              X1, x2, x3 >= 0

LINEAR PROGRAMMING PROBLEM

MAX 150X1+ 180X2 + 280X3

Subject to:

1. 120X1 + 500X2 + 260X3 < 75000
2. 500X2 > 30000
3. 260X3 < 15000
4. 1X1 > 100

      OPTIMAL SOLUTION

      Objective Function Value =       67050.000

                Variable                   Value                   Reduced Costs

              -------------                 ---------                --------------------

                    X1                        375.000                     0.000

                    X2                          60.000                     0.000

                    X3                            0.000                   45.000

               Constraint               Slack/Surplus            Dual Prices

             ---------------            -------------------          ---------------

                      1                             0.000                          1.250

                      2                             0.000                        - 0.89

                      3                     15000.000                          0.000

                      4                         275.000                          0.000

  OBJECTIVE COEFFICIENT RANGES

      Variable               Lower Limit          Current Value            Upper Limit

   ---------------           ------------------      -------------------      ----------------------

            X1                            129.231                   150.000           No Upper Limit

            X2                 No Lower Limit                 180.000                        625.000

            X3                 No Lower Limit                 280.000                        325.000

RIGHT HAND SIDE RANGES

       Variable               Lower Limit          Current Value            Upper Limit

   ---------------           ------------------      -------------------      ----------------------

            1                        42000.000               75000.000           No Upper Limit

            2                                0.000               30000.000                    63000.000

            3                                0.000               15000.000           No Upper Limit

            4                 No Lower Limit                 100.000                        375.000

11. Suppose that the rating of the newspaper is increased from 280 to 330 audience points. Which one of the following is true? (4 points)

1. Current optimal solution remains unchanged because 330 is outside the range of optimality for x3.
2. Current optimal solution will be changed because 330 is outside the range of optimality for x3.
3. Current dual prices should be changed because 330 is outside the range of optimality for x3.
4. Current optimal solution remains unchanged because x3= 0.
5. The Optimal value of the objective function (i.e., 67,050 points) remains unchanged because x3 = 0.

12. Suppose that the company eliminates the requirement that the company must buy at

     least 100 radio spots (Constraint 4)? Which one of the following is true? (4 points)

1. Current optimal solution remains unchanged because Constraint 4 is non-binding.
2. Current optimal solution will be changed because Constraint 4 is non-binding.  
3. Current dual prices should be changed because Constraint 4 is non-binding. .
4. The sensitivity analysis cannot be conducted because Constraint 4 is non-binding.
5. The problem must be re-solved.