Question text

Scenario: The HR director of Sealy Flooring, Ann, approached the customer service manager, Earl regarding a complaint a female employee made against Earl's favourite employee, Billy. Ann detailed that the female employee is uncomfortable with Billy's touchiness. Earl explained that he knows Billy and his wife well and that Billy is devoted to his marriage. Earl says that the female employee has misunderstood Billy's niceness. Earl tells Ann that the issue is not as dramatic as she is making it and that he will talk with Billy. Two weeks have passed since Ann brought the situation to Earl's attention. Earl can't find the way to approach Billy about the complaint so he has not told Billy about the concern.
Did Earl demonstrate characteristics of effective problem-solving and decision making? Select all that apply.

Select one:

a. Yes, Earl put aside his personal feelings, bias, and prejudice

b. Yes, Earl remained neutral

c. Yes, Earl gathered all the information

d. No, Earl did not make assumptions

e. No, Earl was emotionally attached

f. No, Earl was self-serving

Question text

Scenario: Paul has been tasked with purchasing a new accounting software for the firm. He has his choices narrowed to two options, but the products are so much alike that he cannot decide. He called consulted three colleagues that he knows from the National Accounting Association for advice. After talking with his friends, Paul is ready to make his purchase.
Did Paul demonstrate characteristics of effective problem-solving and decision making? Select all that apply.

Select one or more:

a. Yes, Paul put aside personal feelings, bias, and prejudice

b. Yes, Paul gathered all the information

c. Yes, Paul analyzed the information

d. Yes, Paul accepted input from others

e. No, Paul was indecisive

Question text

Scenario: Jennifer has plans to go hear a band with two friends. An hour before she was to meet her friends, Andy, a male friend that Jennifer has a crush on called and invited her out for the evening. Jennifer knows her friends are expecting her and they will be upset if she cancels, but Andy is so handsome, and she has been wanting to go out with him for a long time. Her friends will get over it. She calls her friends and tells them she is not feeling well and can't make it through the concert. She meets Andy for dinner.
Did Jennifer demonstrate characteristics of effective problem-solving and decision making? Select all that apply.

Select one:

a. Yes, Jennifer aside personal feelings, bias, and prejudice

b. Yes, Jennifer considered all the possible solutions

c. Yes, Jennifer was accountable for the decision

d. No, Jennifer was self-serving

e. No, Jennifer was indecisive

question1
An order 360 tormes of hi-gloss paper must process sequentially through the coater and the super-calender. The entire lot is completed through the coater before it is moved over the super-calender for processing. the coater take 1 hour and 15 minutes to set up amd coats at a rate of 15 tonnes/ hour. the second operation, the super calender processess the paper at 10 tonnes/hour and has a set up time of 2 hours. Wait time between the coater and super-calender is 3 hours. There's a 20-minute wait time after the super calender and 40 mimutes to transfer the completed order to the warehouse.
the facility just returned from a week long shut down so there is no WIP or queue at the coater or super cylinder.
when will the order be put in the warehouse ?

See se
10 tonnesi hour

calender tor processine he coate takes 1 our aned 15 minutes to set up The second oper abion. Ihe superalender pnocesses the ppr a

order to the waretoum.

The facity ust retuned from a week lorng shutdown so theres ns WP or queve at the coaner r super calender
When mil the order be put inte the warehouse?
-the production manager has decided to overlap the coater and super calender schedule with the following changes -
- the parent of lot of 300 tonnes will be split in half into two subiots
-wait time between the coater and super-calender have been eliminated
-The time from the super-calender to the warehouse has been eliminated
-The move times remains the same
Set up on the super-calender cant start until the 1 subiot arrive at the station.

what is the cycle time of the overlapped operation? what time, if any is saved?

question2
Be-sweet sugar company manufactures cane sugar in vancouver. Be-sweet supplies their products all over canada, primary thrpugh a distribution center in a montreal which is 4813 km away. the vancouver refinery ships full truckloads of sugar into the montreal distribution center at $40/cwt. the distribution operation internally charges $12/cwt in labour, handling and insurance for all loads recieved from vancouver. a customer in saskatoon orders less than a truckload quantity and has tradition been serviced from the montreal distribution center at rate of $25/cwt. the corporate logistics groups has recieved an RFQ from a trucling firm that indicates that they will 1578 km at $105/cwt to fullfill the saskatoon order.
1-deteine the distance from vancouver where the shipping cost is indifferent?
2- determine the kost cost effective way for be-sweet sugar company to supply the saskatoon customer?
3- what is the short ton cost of shipping a full truck load of sugar from vancouver to montreal?

Case 4: Basma (formerly, Patricia) a recent convert to Islam, alleges that she was terminated from her job as a metal punch operator in a large metal fabrication plant because of her religion (Islam). Shortly after her conversion, she notified her supervisor, Ken, that her new faith requires her to dress according to hijab, "the correct standard of modesty." She also stated that this meant she could no longer wear pants, as required by the factory’s dress code. She further requested religious accommodation by being permitted to wear the jibaab (long and loose-fit coat or garment worn by some Moslem women) while at work.

Ken responded that this could not be done as OHSA and other safety regulations precluded anyone from working around the machinery in loose clothing. Basma, then said asked Ken if he could transfer her to another job. Ken told the only other jobs in the plant where industrial hoist and gantry crane operator and programmer/analyst. Ken informed her that since she possessed no programming skills, that she was not qualified for the programmer/analyst job. He then asked her if she could operate an industrial hoist/gantry crane, she responded that she could not.

When Basma showed up for work the next day in a jibaab, Ken told her to go home and return in the appropriate work attire. When she refused, she was terminated.

Basma immediately filed a complaint with the EEOC for religious accommodation. Her employer is a Title VII employer, but management contends that the dress code is essential to the safe and efficient operation of the mill, and the company has evidence that the dress code was imposed following several accidents in which loose shirts worn by employees were caught in the same type of mill machinery that Basma operates.

a. Can Basma establish a prima facie case for religious accommodation? Why? (5 points)

b. Has Ken violated Title VII? Why or why not? (4 points)

c. Given the above scenario, is there a reasonable religious accommodation for Basma? If so, what? (2 points)

Critical Thinking:-Leadership

The answering should be from your own words or any scientific references.

Question(s):

1. Describe directive leadership and supportive leadership, Explain their importance.

2. How organizations are benefitted from supportive leadership ? Give an example of such organization which you might have come across.

Case 3: Tupelo Chemical, a manufacturer of industrial chemicals operating in Tupelo, MS for the past 7 years. Tupelo Chemical employed 14 fulltime employees and 26 part-time employees when it announced two vacancies in its emergency maintenance operation. Tupelo Chemical has a rule that members of its emergency maintenance crews could not be single parents of young children, because child care responsibilities often interfere with work responsibilities. Four candidates of the 17 who applied meet the minimum qualifications for the job. Fred, a white male is not married and has no children. Marcus, an African-American male has a wife and a two-year old son. The two remaining candidates who applied for an opening, Bill and Mary, also have pre-school aged children. Both have four years prior experience in emergency maintenance at other companies, and both have exceptional performance evaluations. Bill was recently divorced and Mary was recently widowed.

Bill the father of a three-year-old daughter requested an exception to the company's policy by producing an affidavit that both his sister and his mother stated that they would handle any child care problems that might arise.

Mary, a single mother of a four-year-old son, also requested that she be granted an exception to policy based on an affidavit that her female roommate also agreed to handle any childcare problems that might arise. Her request was denied. On February 22, 2019, it was announced that the two vacant positions would be filled by Fred and Marcus. Neither Mary nor Bill was given a job offer. After brooding over the fact that the two vacant positions were filled by equally qualified men, Mary filed a complaint with the EEOC on September 4, 2019.

a. Can the CP establish a prima facie case under Title VII, and, if so, on what grounds (which protected class was unlawfully discriminated against)? (2 pts)  Why or why not? (3 pts)

b. Based only on the information provided, who will prevail--the respondent or the complaining party? Why? (4 pts)

Reflect upon the course Fundraising for non-profit organization and provide a brief summary of the topics/concepts that you found most interesting and relevant to your career. Does any of the material need to be addressed more thoroughly or clarified?

List references.

Northcutt Bikes: the Service Department

Introduction

Several years ago, Jan Northcutt, owner of Northcutt Bikes, recognized the need to organize a separate department to deal with service parts for the bikes her company makes. Because the competitive strength of her company was developed around customer responsiveness and flexibility, she felt that creating a separate department focused exclusively on aftermarket service was critical in meeting that mission.

When she established the department, she named Ann Hill, one of her best clerical workers at the time, to establish and man-age the department. At first, the department occupied only a corner of the production warehouse, but now it has grown to occupy its own 100,000-square-foot warehouse. The service business has also grown significantly, and it now represents over 15% of the total revenue of Northcutt Bikes. The exclusive mission of the service department is to provide parts (tires, seats, chains, etc.) to the many retail businesses that sell and service Northcutt Bikes.

While Ann has turned out to be a very effective manager (and now holds the title of Director of Aftermarket Service), she still lacks a basic understanding of materials management. To help her develop a more effective materials management program, she hired Mike Alexander, a recent graduate of an outstanding business management program at North Carolina State University, to fill the newly created position of Materials Manager of Aftermarket Service.

The Current Situation

During the interview process, Mike got the impression that there was a lot of opportunity for improvement at Northcutt Bikes. It was only after he selected his starting date and re-quested some information that he started to see the full extent of the challenges that lay ahead. His first day on the job really opened his eyes. One of the first items he had requested was a status report on inventory history and shipped orders. In response, the following note was on his desk the first day from the warehouse supervisor, Art Demming:

We could not compile the history you requested, as we keep no such records. There’s just too much stuff in here to keep a close eye on it all. Rest assured, however, that we think the inventory positions on file are accurate, as we just completed our physical count of inventory last week. I was able to track down a demand history for a couple of our items, and that is attached to this memo. Welcome to the job!

Mike decided to investigate further. Although the records were indeed difficult to track down and compile, by the end of his second week, he had obtained a fairly good picture of the situation, based on an investigation of 100 parts selected at ran-dom. He learned, for example, that although there was an aver-age of over 70 days’ worth of inventory (annual sales/average inventory), the fill rate for customer orders was less than 80%, meaning that only 80% of the items requested were in inventory; the remaining orders were backordered. Unfortunately, the majority of customers viewed service parts as generic and would take their business elsewhere when parts were not avail-able from Northcutt Bikes.

What really hurt was when those businesses sometimes canceled their entire order for parts and placed it with another parts supplier. The obvious conclusion was that while there was plenty of inventory overall, the timing and quantities were misplaced. Increasing the inventory did not appear to be the answer, not only because a large amount was already being held but also because the space in the warehouse (built less than two years ago) had increased from being 45% utilized just after they moved in to its present utilization of over 95%.

Mike decided to start his analysis and development of solutions on the two items for which Art had already provided demand history. He felt that if he could analyze and correct any problems with those two parts, he could expand the analysis to most of the others. The two items on which he had history and concentrated his initial analysis were the FB378 Fender Bracket and the GS131 Gear Sprocket. Northcutt Bikes purchases the FB378 from a Brazilian source. The lead time has remained constant, at three weeks, and the estimated cost of a purchase order for these parts is given at $35 per order. Currently Northcutt Bikes uses an order lot size of 120 for the FB378 and buys the items for $5 apiece.

The GS131 part, on the other hand, is a newer prod-uct only recently being offered. A machine shop in Nashville, Tennessee, produces the part for Northcutt Bikes, and it gives Northcutt Bikes a fairly reliable six -week lead time. The cost of placing an order with the machine shop is only about $15, and currently Northcutt Bikes orders 850 parts at a time. Northcutt Bikes buys the item for $10.75.

Following is the demand information that Art gave to Mike on his first day for the FB378 and the GS131:

Mike realized he also needed input from Ann about her perspective on the business. She indicated that she felt strongly that with better management, Northcutt Bikes should be able to use the existing warehouse for years to come, even with the anticipated growth in business. Currently, however, she views the situation as a crisis because “we’re bursting at the seams with inventory. It’s costing us a lot of profit, yet our service level is very poor, at less than 80%. I’d like to see us maintain a 95% or better service level without back orders, yet we need to be able to do that with a net reduction in total inventory. What do you think, Mike? Can we do better?”

Questions

1.Use the available data to develop inventory policies (order quantities and reorder points) for the FB378 and GS131. Assume that the holding cost is 20% of unit price.

2.Compare the inventory costs associated with your suggested order quantities with those of the current order quantities. What can you conclude?

3.Do you think the lost customer sales should be included as a cost of inventory? How would such an inclusion impact the ordering policies you established in question 1?

Employment Experiences

The majority of employee development occurs through job experiences that include the day-to-day activities that employees encounter in their work roles. Job experiences can be used for employee development when they involve enlarging the employee's current role, job rotation, transfers, promotions, downward moves, temporary assignments, or sabbaticals.

The following activity will walk you through the job experiences of Maria Antonio. Follow along in the case study as you learn about the activities and assignments Maria encountered and the decisions she made throughout her career at an automobile insurance company. After you read about Maria's experiences, answer the questions about each of Maria's experiences as she advanced in her development.

Read the case below and answer the questions that follow.

Maria Antonio recently graduated with an undergraduate degree in psychology. She could not wait to finally have some real-world experience, and could barely hold back her excitement when she was finally offered a job as recruitment coordinator for an auto insurance company. As recruitment coordinator, Maria will be reviewing thousands of résumés and selecting a portion of them to pass along to the recruiters. She will also be in charge of setting up interviews and coordinating schedules between recruiters, managers, and potential employees.

During Maria's first day on the job, her manager tells her that she will spend the next couple of weeks doing a series of assignments in human resource areas throughout the company, including recruitment and selection, compensation, training, and legal issues. These assignments are designed to provide her with a good sense of the culture and HR system within the company. After a few weeks of moving from one role to another in her initial training, Maria returns to the recruitment and selection department to officially begin her role. She is really enjoying her job as recruitment coordinator and quickly becomes successful and known throughout the department.

One of the top recruiters, Tom Fields, is overwhelmed by his workload. He notices that Maria is doing a great job in her role and sees that as an opportunity to lighten his responsibilities while increasing her learning on the job. He decides to ask her to conduct prescreening interviews with potential employees for positions for which he is recruiting. Maria accepts this challenge right away. She is thrilled about it because she is the only recruitment coordinator given this additional responsibility.

Tom was not the only one who noticed Maria's success in the position. A little after a year in the role, Maria's manager offered her a position as a full-time recruiter. This advancement would put Maria in the position of having the other recruitment coordinators screen résumés and schedule interviews for her. She could not be happier—things were going better than she could have ever imagined at the insurance company!

After several years in the role, however, her mood had changed significantly. She was tired of recruiting and dealing with applicants. She wanted a role with more interaction with internal employees. Maria talked to her manager, and he suggested a move to the compensation and benefits department. Because she did not have experience in this area, however, she would have reduced responsibility and would have to begin her role as a benefits administrator. Maria took the opportunity for a fresh start.

It turned out that she was actually quite good in compensation and benefits. Within a few years, she was a benefits manager in charge of health-care benefits for the organization. She worked closely with a clinic in designing benefit packages that would best suit the insurance company's employees. The clinic was so impressed with her work that they offered Maria a short-term role in implementing a similar benefits package in their organization. Thus, for six months Maria remained on the payroll at the insurance company, but worked full time for the clinic. Once the benefits program she designed had been implemented at the clinic, Maria returned to her role as benefits manager.

After all of these challenges, Maria was ready for something new again. She thought about making a lateral move, and applied for and received a position as a general HR manager for the IT department. It involved similar pay and responsibilities to her current position, but allowed her to deal more directly with employee issues. Being an HR general manager was great! She loved the interactions with employees and day-to-day challenges of the position. She continued in this role for several more years, until she felt that her talents could be used more effectively in other parts of the organization. After 15 years with the company, Maria felt she could share her experiences with others by being a trainer. Training, however, would require an entirely different skill set. Maria talked to the HR executives and determined it would be best to take a leave of absence from the company to return to school full time and receive her master's in education and training. Two years later, Maria returned to the company as a lead trainer. She continues to grow and build development experiences in this new role.

Bernice Ledbetter, a faculty member at Pepperdine University, says "The outcome of the trial sends a message that women simply have to accommodate such disappointing cultures.” She also said, “ you'd better work hard and make sure everyone around you knows the quality of your work and make sure that quality is unquestionable.” Do you agree with her point of view? Defend your response.

What steps should Kliener Perkins take to make its culture more attractive to talented women and minorities? Explain your answer.

Case 1: Rita, a female employee at the Federal Land Management Office in Jackson, MS. She filed a complaint against her male supervisor for creating a hostile work environment. The charges against the supervisor were based upon four separate sexually offensive incidents that occurred over a three-year period. Three of these incidents directly involved the complaining party; the fourth involved a comment made about a female visitor who came to the office. Specifically, the charges involve another female employee overhearing the supervisor making a remark about the complaining party being the "Kate Upton of the office" in a conversation with two visitors to the facility.

On one occasion, the supervisor on one occasion had commented on how pretty and luxurious the complaining party's hair looked. On another occasion, the supervisor was overheard making a joke to a male employee about a female client who had entered the office wearing very tight shorts. Finally, during a private telephone conversation initiated by the complaining party, the supervisor once speculated on the frequency of her sexual relations after her recent divorce.

During this three-year period, the complaining party never gave any indication that her supervisor ever requested sexual favors of her or any other female employee.

Based on the supervisor's aforementioned comments and actions, the complaining party filed a formal complaint of sexual harassment with the EEOC.  Three days after making her complaint, it was discovered that Rita was an illegal alien.

a. Using the 7 -Step method, can the complaining party can establish a prima facie case under Title VII.  Why (you must justify your answer based on your knowledge of EEO laws)? (5 points)

b. If so, identify the type (i.e., racial harassment, mixed motive, sex-plus, quid pro quo sexual harassment, hostile environment sexual harassment etc.). (2 points)

c. Based only on the information provided, who will prevail--the respondent or the complaining party? Why? (4 points)

• You are the Sales Director for a company that makes furniture. You need to have a Marketing Analysis on your company’s products and sales by Friday when you have a meeting with a potential client you have been trying to get for the last three months .. he has asked to see the analysis before making up his mind. This client could bring in huge amount of orders and therefore an incredibile increase in sales. It is just what the company needs in times of economic crisis.

• Your Marketing Manager tells you he can get marketing analysis report finished by Friday .. but you need it really today if possible, maximum tomorrow.

• You need to tell him … but how?

Useful Phrases ;

• When do you think you can finish it …?

• Do you need more time … ?

• You can work late to get it finished ….

• I don’t care if you have a party to go to .. I want this finished ..

• I need to have it as soon as possible

• You do understand the importance of this ….

• You are aware of how urgent this is ….

Can you explain why it is not done yet …

• Could you ensure that this is done by …

• I will not accept any excuses for it being late …

• I will let you have only one more day …

• I will not accept failure on your part because ….

The following product for this Assignment is for the fictional company Proserve Corp. Apply product elements to make this product complete by thoroughly describing them.

Product:  A new foldable chair that can be carried in one hand and holds up to 300 pounds.

• Discuss the product and include product attributes like quality, features, benefits, style, and design.
• Provide a proposed product line (depth) and product mix (the 4 P’s; width) for your good.
• Describe the elements of the product’s branding (i.e., brand name, sponsor, and brand strategy).
• Provide a packaging plan and any warranty or copyright involved if applicable.

Green Vehicle​ Inc., manufactures electric cars and small delivery trucks. It has just opened a new factory where the C1 car and the T1 truck can both be manufactured. To make either​ vehicle, processing in the assembly shop and in the paint shop are required. It takes

​1/4040

of a day and

​1/7575

of a day to paint a truck of type T1 and a car of type C1 in the paint​ shop, respectively. It takes

​1/4545

of a day to assemble either type of vehicle in the assembly shop.

A T1 truck and a C1 car yield profits of

$ 300$300

and

$ 220$220​,

​respectively, per vehicle sold.

The aim of the objective function for Green Vehicle Inc. should be to

Maximize

the objective value.

The optimum solution​ is:

Number of trucks to be produced per day​ =

nothing

​(round your response to two decimal​ places).

From Moral Issues in Business: Seventh Edition, by William H. Shaw and Vincent Barry;
Wadsworth Publishing; Belmont, CA, 1998, pp. 211-213.
Asbestos is a fibrous mineral used for fireproofing electrical insulation, building
materials, brake linings, and chemical filters. If exposed long enough to asbestos
particles—usually ten or more years—people can develop a chronic lung inflammation
called asbestosis, which makes breathing difficult and infection easy. Also linked to
asbestos exposure is mesothelioma, a cancer of the chest lining that sometimes doesn’t
develop until forty years after first exposure. Although the first major scientific
conference on the dangers of asbestos was not held until 1964, the asbestos industry
knew of its hazards more than sixty years ago….Working on behalf of Raybestos-
Manhattan and Johns-Manville and their insurance carrier, Metropolitan Life Insurance
Company, Anthony Lanza had conducted research between 1929 and 1931 on 126
workers with three or more years of asbestos exposure. But Brown [secretary of Johns-
Manville] and others were not pleased with the paper Lanza submitted to them for
editorial review. Lanza, said Brown, had failed to portray asbestosis as milder than
silicosis, a lung disease caused by long-term inhalation of silica dust and resulting in
chronic shortness of breath. Under the then-pending Workmen’s Compensation law,
silicosis was categorized as a compensable disease. If asbestosis was worse than silicosis
or indistinguishable from it, then it, too, would have to be covered. Apparently Brown
didn’t want this and thus requested that Lanza depict asbestosis as less serious than
silicosis. Lanza complied and also omitted from his published report the fact that more
than half the workers examined—67 of 126—were suffering from asbestosis.
Meanwhile, Sumner Simpson [president of Raybestos - Manhattan] was writing
F.H. Schulter, president of Thermoid Rubber Company, to suggest that several
manufacturers sponsor additional asbestos experiments. The sponsors, said Simpson,
could exercise oversight prerogatives; they “could determine from time to time after the
findings are made whether we wish any publication or not.” Added Simpson: “It would
be a good idea to distribute the information to the medical fraternity, providing it is of the
right type and would not injure our companies.”…. Industry officials were concerned
with more than controlling public information flow. They also sought to deny workers
early evidence of their asbestosis….When lawsuits filed by asbestos workers who had
developed cancer reached the industry in the 1950s, Dr. Smith [medical director of a
Johns-Manville plant in Canada] suggested that the industry retain the Industrial Health
Foundation to conduct a cancer study that would, in effect, squelch the asbestos-cancer
connection….Shortly before his death in 1977, Dr. Smith was asked whether he had ever
recommended to Johns-Manville officials that warning labels be placed on insulation
products containing asbestos. He provided the following testimony:
The reasons why the caution labels were not implemented
immediately, it was a business decision as far as I could
understand. Here was a recommendation, the corporation
is in business to provide jobs for people and make

money for the stockholders and they had to take into
consideration the effects of everything they did, and if
the application of a caution label identifying a product
as hazardous would cut out sales, there would be
serious financial implications. And the powers to be
had to make some effort to judge the necessity of the
label vs. the consequences of placing the label on the product.

Of the multiple moral issues involved in the, "Living and Dying with Asbestos" case study,

which do you think represents the morally worst action on the part of the asbestos

companies' management and explain why. Here're some of those moral issues:

1. Hiding the medical testing results from the public.

2. Hiding the medical testing results from their employees.

3. Fabricating some of the medical testing results to prevent having to pay
disability insurance to employees.

4. Claiming that because they paid for the medical testing, it was nobody
else's business what they did with the results. (This isn't explicitly in the case study, but did happen.)