Netflix

Now that you’ve identified the organization’s SWOT, you need to determine the project and its objectives and metrics. This project should be based on an unmet opportunity for the organization, or to minimize a potential threat. What does the organization need to do to advance its goals and/or expand its competitive advantage? How will you measure their progress? Complete the following: Explain why this opportunity/threat was selected, and how it is anticipated to benefit the organization. Create at least 3 measurable project objectives based on your analyses. Determine timelines and responsibilities for each objective (e.g. with a RACI chart) Explain why these objectives are appropriate for the project. Develop at least 2 metrics to evaluate achievement of each of the project objectives. Provide a 1-page explanation for why these are appropriate metrics for each of the objectives.

Gravity Payments

In April 2015, Dan Price, the 30-year-old chief executive officer (CEO), and founder of Gravity Payments, announced an increase in every employee’s wage to US$70,000. Every employee, including the lowest-paid clerk and newly hired staff, would receive a minimum annual salary of $70,000 over the next three years. The announcement stunned the employees and triggered a wave of high-fiving and clapping. With this decision, one young entrepreneur in Seattle, Washington, became an instant hero when he issued a direct and adventurous challenge to the long-standing problem of U.S. income inequality. However, at the same time, he was experiencing unexpected challenges from different people only a few months after his bold move.

Income inequality has been racing in the wrong direction. I want to fight for the idea that if someone is intelligent, hard-working and does a good job, then they are entitled to live a middle-class lifestyle.

• Dan Price, CEO

COMPANY OVERVIEW

Gravity Payments was a private credit card processing and financial services company. It was founded in February 2004 by brothers, Dan and Lucas Price.

Gravity Payments provided a variety of processing and financial services, including credit card processing, POS (point of Sales) systems, mobile payments, working capital financing, and gift and loyalty cards. The company’s customers were mostly small and medium-sized businesses. By 2009, the company became the largest credit card processor in the state of Washington, serving more than 15 percent of small businesses in the Seattle area. The company’s success was mainly due to its low-cost strategy and word of mouth publicity. The company charged less than half of the industry-average processing rate.

Gravity Payments had had a philanthropic mandate since its beginning, and launched the “Gravity Gives” program in March, 2008. Through this program, 2 percent of the company’s revenue had been donated to charities, including World Vision, the Fred Hutchinson Cancer Research Center and Northwest Harvest. Price believed strongly in fighting poverty on both a global and locale scale.

THE DECISION

It was the right thing to do. I want everybody that I’m partnered with at Gravity to really live the fullest, best life they can… I think that’s the [income level] where you can start to check off those life’s goal boxes – saving for college, buying a home, some of the basics, starting a family. I want everyone to have those basic opportunities.

• Dan Price, CEO

Announcement of the $70,000 Minimum Salary

In April 2015, Price set a new minimum salary of $70,000 for all of his 120 employees at Gravity Payments. The idea struck him when one of his friends shared her worries about trying to pay her bills and student loans on an annual income of $40,000. Some of Price’s own employees earned that amount or less.

Price decided upon the amount of $70,000 based upon a 2010 study conducted at Princeton University by economist, Angus Deaton and psychologist, Daniel Kahneman, a Nobel Laureate. According to the study, those who made less that $75,000 were likely to experience emotional pain and job dissatisfaction. However, even if people made more than $75,000, they did not feel any greater level of happiness. Simply put, the study suggested that emotional well-being increased with economic compensation, but only up to the amount of about $75,000. The study concluded that “low income exacerbates the emotional pain associated with such misfortunes as divorce, ill health, and being alone. We conclude that high income buys life satisfaction but not happiness, and that low income is associated with both with low life evaluation and low emotional well-being.”

Before Price initiated the salary increase, the average salary at Gravity Payments was about $48,000, with the lowest salary at around $34,000. Due to Price’s decision, about 30 employees had their paycheques nearly double overnight, and others also received raises to reach the $70,000 level. Ryan Pirkle, the spokesman for Gravity Payments, mentioned that this new minimum wage policy would increase the salary of about 70 employees. The ground-breaking move was met with applause and shouts of joy by many employees. Kevin, a customer operations associate, said in an interview with the media, “I was there at the meeting… honestly, I could not believe what I heard, and I think that’s what a lot of people felt. I kind of felt that we needed to get that repeated.” Phillip Akhavan, a staff member in the merchant relations team, who earned an annual salary of $43,000, also said, “My jaw just dropped… This is going to make a difference to everyone around me.” Jaime June, in the marking department, said, “Dan is just an incredible man in general. He has a really amazing moral compass.”

The new salary would change employees’ lives. Maria Harley, vice-president of operations said, “I’ve heard things from, ‘I can finally afford to move out of my parent’s home,’ [to] ‘I can finally afford to have a baby,’ we have some people that are parents and really want a good education for their children and feel like they can finally afford that.”

Huge publicity from all major national media had generated clear public-relations benefits for the company. After Gravity Payments became a front-page media story, it received more than 5,000 resumes in just one day. Before the announcement, Gravity Payments added 200 clients per month on average. In June 2015, the number grew to 350.

The Downside of the $70,000 Minimum Salary Plan

There’s no perfect way to do this and no way to handle complex workplace issues that doesn’t have any downsides or trade-offs. I came up with the best solution I could… I know the decision to pay everyone a living wage is controversial.

• Dan Price, CEO

The implementation of this wage increase was not easy. In order to pay for the increases in employees’ salaries, Price cut his own remuneration from $1 million to $70,000. Also, about 75 to 80 percent of the company’s $2.2 million profits had to be uses.

Many questions were raised. Was this a social experiment? Was it a public relations stunt? Or was Price just a nice guy? In addition, not everyone was pleased with his move. Other local business owners and some entrepreneurial CEOs in the same, close-knit, entrepreneurial network complained that his decision made them look stingy. Steve Duffield, CEO of DACO Corp., who had met Price through the Entrepreneurs’ Organization in the Seattle area, said, “I worry how that’s going to impact other businesses. We can’t afford to do that. For most businesses, employees are the biggest expense and they need to manage those costs in order to survive.”

Some customers were against the “socialist” gesture and stopped their business with Gravity Payments. Others customers withdrew their business due to an anticipation of a fee increase, in spite of the repeated assurances from the company that this would not happen.

Complaints even came from Price’s own employees. While 30 or so employees would see their pay nearly double overnight, and about 70 employees also go raises, the remaining 50 were already paid more than $70,000. In fact, according to the New York Times, the company’s two best employees left the company because of Price’s decision. For example, Maisey McMaster, who joined Gravity Payments five years earlier and had worked long hours that left little time for her family, was one of them. She said, “He gave raises to people who have the least skills and are the least equipped to do the job, and the ones who were taking on the most didn’t get much of a bump.” McMaster talked to Price after contemplating a fairer proposal. From her view, a fairer proposal was offering small raises with the opportunity to gain a future increase with more experience. “He treated me as if I was being selfish and only thinking about myself,” she said. “That really hurt me. I was talking about not only me, but about everyone in my position.”

Grant Moral, a web developer whose salary increased from $41,000 to $50,000 (due to the first stage of pay increase), also expressed concerns, even though he would receive a substantial pay increase from this plan. He opted to leave the company. “I had a lot of mixed emotions. Now the people who were just clocking in and out were making the same as me. It shackles high performers to less motivated team members.” He added, “I was kind of uncomfortable and didn’t like having my wage advertised so publicly and so blatantly. It changed perspectives and expectations of you, whether it’s the amount you tip on a cup of coffee that day or family and friends now calling you for a loan.” From McMaster and Moran’s points of view, it was not fair to double the paycheque of someone with the lowest skills, while the longest-serving and highest-skilled employees received a small or no salary increase.

Furthermore, even employees who were exhilarated by the raises had new concerns and indicated they were facing a lot of pressure. “Am I doing my job well enough to deserve this? I didn’t earn it,” said Stephanie Brooks, 23, who joined the company as an administrative assistant two months before the decision.

Question:

1. What are the potential problems of a minimum salary as a compensation plan for the organization? How can you minimize these problems and motivate employees?

Mitsubishi Corporation plans to enter the markets of Ghana with its new Sports Utility Vehicle (SUV)-- the
Mitsubishi Sogo Sosha Model. You are the Sales Manager of Mitsubishi Corporation for Middle East and African
Markets. Prepare a report for the Board of Directors detailing the feasibility of the proposed venture. Your report
should include the following:

1.1 An analysis of the situation in the aforesaid country by using appropriate tools. (15)
1.2 Industry and its characteristics in the country. (20)
1.3 Recommended strategies and explain why they are the best fit. (10)
1.4 Implementation plans. (15)

Sample introduction for communication network of an organisation practices 2 management theory

Would you prefer to work for a leader with an autocratic, democratic, or laissez-faire style? Are there any conditions where autocratic leadership might be preferable and more efficient? Are there instances where laissez-faire leadership might be the appropriate style? Provide examples where appropriate.

What is the difference between a rational-comprehensive approach to decision making and an incremental model? Explain where the polis model, posited by Deborah Stone, fits into these two models.

Read the following case study and answer the questions that follow. Professional and Ethical Conduct in the Public Sector One of the basic values and principles governing public

administration enshrined in the Constitution of the Republic of South Africa, 1996 (Chapter 10) is that “a high standard of professional ethics must be promoted and maintained. Ethics is a process by which we clarify right and wrong and act on what we take to be right, that is, a set or system of moral principles that are generally accepted. Ethics simply means what is right and wrong, what is acceptable or unacceptable and is intertwined with the value system of people. Ethics can also be seen as being relative, not absolute, as ethical behaviour is in the eyes of the beholder. Be that as it may, however, ethical conduct and behaviour normally refer to conforming with generally accepted social norms. Relative to ethics is professionalism, which entails a high standard of work and adherence to certain standards and principles pertaining to specific work to be done. Professionalism embodies skills competence, efficiency and effectiveness. Public institutions exist for the public good and employ public servants to render services to ensure a better life for all. The public sector is characterised by unprofessional and unethical conduct. The article unearths these and suggests strategies/mechanisms to address this ‘ill’. Can an unethical, unprofessional public servant be trusted to deliver services? Can, for example, a debtstrapped public servant who survives on borrowing money from micro-lenders, who cannot manage personal finances, be trusted to efficiently manage public funds and thus enhance service delivery? Can an incompetent, corrupt, disloyal, unaccountable, shoddy public servant who flouts the principles of Batho Pele and the code of conduct be entrusted with the responsibilities of ensuring a better life for all? In terms of Chapter 2 (Bill of Rights) of the Constitution of the RSA of 1996, all citizens of the country have a right to have their basic needs that promote their welfare met. Every government, therefore, must endeavour to promote the general welfare of its citizens. When PROGRAMME BACHELOR OF PUBLIC ADMINISTRATION MODULE PUBLIC ADMINISTRATION 2A TOTAL MARKS 20 MARKS a legislature identifies a need for a service to be rendered to a community, the legislature or parliament will create a department to render such a service. Only the legislature has a right to create, abolish, merge or amalgamate departments. One of the processes of public administration is human resource, thus for services to be rendered by a department there is a need for personnel to be employed and attached to specific posts within the organisational structure of the particular department. This process is accompanied by; inter alia, allocation of functions, delegation of authority, creation of communication channels and behavioural relationships. Such personnel employed, sometimes referred to as functionaries, are charged with the task of ensuring that a department’s or a municipality’s goals are achieved through efficient, effective performance of duties, the requisite for success being ethical conduct and professionalism on the part of the functionaries. Put differently, there is little or no hope of success in the delivery of services if the public servants are not professional and their conduct not ethical. Ethics refers to the standard which guides the behaviour and actions of personnel in public institutions and which may be referred to as moral laws. The modernisation of methods and procedures as well as technological progress is useless if the personnel who must apply the methods and procedures do not aspire to high moral standards. The question is whether the South African public service is governed or characterised by a high standard of professional ethics or not. What is the reality on the ground and what effect does it have on public service delivery? Poor, dishonest management of public affairs and corruption (immoral acts) are among the most important manifestations of unethical conduct. Maladministration and corruption in the public sector are usually widely broadcast and exaggerated, largely because the public sector is spending taxpayers’ money. For practitioners in the public sector, especially for public managers, it is important that there be guidelines according to which they must cooperate and administer and direct the public service, and place subordinates on the right track precisely to prevent corruption and eliminate maladministration. Bureaucrats are often suspected of lining their own pockets at the cost of the citizens. Opportunities for public servants to be involved in unethical conduct arise from the power they exercise in both the development and administration of public policy. Activities constituting unethical conduct The South African Public Service is characterised by activities which constitute unethical conduct and the following may be mentioned as examples with a sample being explained:  Bribery, graft, patronage, nepotism and influence peddling  Conflict of interest, including activities such as making financial transactions for personal advantage, and accepting outside employment during tenure in government without declaring this  Misuse of inside knowledge, for example, through acceptance of a business appointment after retirement or resignation  Favouring relatives and friends in awarding contracts or arranging loans and subsidies  Accepting improper gifts and entertainment  Protecting incompetence  Regulating trade practices or lowering standards in such a manner as to give advantage to oneself or relatives  The use and abuse of official and confidential information for private purposes. Public servants are not simply employees of the state, but have a constitutional role to play. These employees must be responsive to the government of the day and play a vital role in ensuring a better life for all by enhancing service delivery through the efficient, economic and effective use of resources. Public servants, however, have lives beyond the office and sometimes these lives have an impact on their work performance. This begs for employee wellness from the perspective that employees are most productive when they are well physically, mentally and financially. The question is whether or not a public servant who is unable to manage his/her personal finances and is heavily trapped in financial debt is able to efficiently and effectively manage public resources and be productive enough to meet the expectations of the public and the principles of Batho Pele, which seek to enhance service delivery without unethical behaviour. Factors that may enhance professionalism and ethics in the public sector The following may be seen as factors that encourage ethical conduct and professionalism in the public sector:  Training in basic skills to carry out official duties. Such training may include financial management so that public servants are able to manage own finances.  The introduction of a career system based on merit appointments.  Well-articulated and fair human resource policies on remuneration and conditions of service, training and development programmes should be implemented.  Recognition of good work through incentives and correction of poor performance, thus nurturing professionalism and pride  Legalising the Code of Conduct and Batho Pele principles – these will then be enforced against misconduct ranging from unethical to criminal acts.  Strengthening of human resource capacity to investigate unethical conduct in departments. The PSC reports that in KwaZulu-Natal not enough resources were made available to create posts and employ staff for this purpose  Conflicts of interest are rampant in the public service and in municipalities.  Discontinuing dual employment. The PSC has noted that some public servants also serve as part time councillors and this poses a threat to honesty, especially in bidding.  Exemplary leadership and political will are needed to in still ethics and professionalism because at times the problems start from the top and permeate the institution. Junior officials take advantage of such situations. Source: Richard, T. (2015). Professional and Ethical Conduct in the Public Sector. Africa’s Public Service Delivery and Performance Review.

QUESTION 1 One of the prime responsibilities of a government must be to build an environment of justice, transparency and trust. Discuss the factors that may cause unethical behaviour and what are the preventative measures that can be put in place within the public sector.

Gravity Payments

In April 2015, Dan Price, the 30-year-old chief executive officer (CEO), and founder of Gravity Payments, announced an increase in every employee’s wage to US$70,000. Every employee, including the lowest-paid clerk and newly hired staff, would receive a minimum annual salary of $70,000 over the next three years. The announcement stunned the employees and triggered a wave of high-fiving and clapping. With this decision, one young entrepreneur in Seattle, Washington, became an instant hero when he issued a direct and adventurous challenge to the long-standing problem of U.S. income inequality. However, at the same time, he was experiencing unexpected challenges from different people only a few months after his bold move.

Income inequality has been racing in the wrong direction. I want to fight for the idea that if someone is intelligent, hard-working and does a good job, then they are entitled to live a middle-class lifestyle.

• Dan Price, CEO

COMPANY OVERVIEW

Gravity Payments was a private credit card processing and financial services company. It was founded in February 2004 by brothers, Dan and Lucas Price.

Gravity Payments provided a variety of processing and financial services, including credit card processing, POS (point of Sales) systems, mobile payments, working capital financing, and gift and loyalty cards. The company’s customers were mostly small and medium-sized businesses. By 2009, the company became the largest credit card processor in the state of Washington, serving more than 15 percent of small businesses in the Seattle area. The company’s success was mainly due to its low-cost strategy and word of mouth publicity. The company charged less than half of the industry-average processing rate.

Gravity Payments had had a philanthropic mandate since its beginning, and launched the “Gravity Gives” program in March, 2008. Through this program, 2 percent of the company’s revenue had been donated to charities, including World Vision, the Fred Hutchinson Cancer Research Center and Northwest Harvest. Price believed strongly in fighting poverty on both a global and locale scale.

THE DECISION

It was the right thing to do. I want everybody that I’m partnered with at Gravity to really live the fullest, best life they can… I think that’s the [income level] where you can start to check off those life’s goal boxes – saving for college, buying a home, some of the basics, starting a family. I want everyone to have those basic opportunities.

• Dan Price, CEO

Announcement of the $70,000 Minimum Salary

In April 2015, Price set a new minimum salary of $70,000 for all of his 120 employees at Gravity Payments. The idea struck him when one of his friends shared her worries about trying to pay her bills and student loans on an annual income of $40,000. Some of Price’s own employees earned that amount or less.

Price decided upon the amount of $70,000 based upon a 2010 study conducted at Princeton University by economist, Angus Deaton and psychologist, Daniel Kahneman, a Nobel Laureate. According to the study, those who made less that $75,000 were likely to experience emotional pain and job dissatisfaction. However, even if people made more than $75,000, they did not feel any greater level of happiness. Simply put, the study suggested that emotional well-being increased with economic compensation, but only up to the amount of about $75,000. The study concluded that “low income exacerbates the emotional pain associated with such misfortunes as divorce, ill health, and being alone. We conclude that high income buys life satisfaction but not happiness, and that low income is associated with both with low life evaluation and low emotional well-being.”

Before Price initiated the salary increase, the average salary at Gravity Payments was about $48,000, with the lowest salary at around $34,000. Due to Price’s decision, about 30 employees had their paycheques nearly double overnight, and others also received raises to reach the $70,000 level. Ryan Pirkle, the spokesman for Gravity Payments, mentioned that this new minimum wage policy would increase the salary of about 70 employees. The ground-breaking move was met with applause and shouts of joy by many employees. Kevin, a customer operations associate, said in an interview with the media, “I was there at the meeting… honestly, I could not believe what I heard, and I think that’s what a lot of people felt. I kind of felt that we needed to get that repeated.” Phillip Akhavan, a staff member in the merchant relations team, who earned an annual salary of $43,000, also said, “My jaw just dropped… This is going to make a difference to everyone around me.” Jaime June, in the marking department, said, “Dan is just an incredible man in general. He has a really amazing moral compass.”

The new salary would change employees’ lives. Maria Harley, vice-president of operations said, “I’ve heard things from, ‘I can finally afford to move out of my parent’s home,’ [to] ‘I can finally afford to have a baby,’ we have some people that are parents and really want a good education for their children and feel like they can finally afford that.”

Huge publicity from all major national media had generated clear public-relations benefits for the company. After Gravity Payments became a front-page media story, it received more than 5,000 resumes in just one day. Before the announcement, Gravity Payments added 200 clients per month on average. In June 2015, the number grew to 350.

The Downside of the $70,000 Minimum Salary Plan

There’s no perfect way to do this and no way to handle complex workplace issues that doesn’t have any downsides or trade-offs. I came up with the best solution I could… I know the decision to pay everyone a living wage is controversial.

• Dan Price, CEO

The implementation of this wage increase was not easy. In order to pay for the increases in employees’ salaries, Price cut his own remuneration from $1 million to $70,000. Also, about 75 to 80 percent of the company’s $2.2 million profits had to be uses.

Many questions were raised. Was this a social experiment? Was it a public relations stunt? Or was Price just a nice guy? In addition, not everyone was pleased with his move. Other local business owners and some entrepreneurial CEOs in the same, close-knit, entrepreneurial network complained that his decision made them look stingy. Steve Duffield, CEO of DACO Corp., who had met Price through the Entrepreneurs’ Organization in the Seattle area, said, “I worry how that’s going to impact other businesses. We can’t afford to do that. For most businesses, employees are the biggest expense and they need to manage those costs in order to survive.”

Some customers were against the “socialist” gesture and stopped their business with Gravity Payments. Others customers withdrew their business due to an anticipation of a fee increase, in spite of the repeated assurances from the company that this would not happen.

Complaints even came from Price’s own employees. While 30 or so employees would see their pay nearly double overnight, and about 70 employees also go raises, the remaining 50 were already paid more than $70,000. In fact, according to the New York Times, the company’s two best employees left the company because of Price’s decision. For example, Maisey McMaster, who joined Gravity Payments five years earlier and had worked long hours that left little time for her family, was one of them. She said, “He gave raises to people who have the least skills and are the least equipped to do the job, and the ones who were taking on the most didn’t get much of a bump.” McMaster talked to Price after contemplating a fairer proposal. From her view, a fairer proposal was offering small raises with the opportunity to gain a future increase with more experience. “He treated me as if I was being selfish and only thinking about myself,” she said. “That really hurt me. I was talking about not only me, but about everyone in my position.”

Grant Moral, a web developer whose salary increased from $41,000 to $50,000 (due to the first stage of pay increase), also expressed concerns, even though he would receive a substantial pay increase from this plan. He opted to leave the company. “I had a lot of mixed emotions. Now the people who were just clocking in and out were making the same as me. It shackles high performers to less motivated team members.” He added, “I was kind of uncomfortable and didn’t like having my wage advertised so publicly and so blatantly. It changed perspectives and expectations of you, whether it’s the amount you tip on a cup of coffee that day or family and friends now calling you for a loan.” From McMaster and Moran’s points of view, it was not fair to double the paycheque of someone with the lowest skills, while the longest-serving and highest-skilled employees received a small or no salary increase.

Furthermore, even employees who were exhilarated by the raises had new concerns and indicated they were facing a lot of pressure. “Am I doing my job well enough to deserve this? I didn’t earn it,” said Stephanie Brooks, 23, who joined the company as an administrative assistant two months before the decision.

Questions

1. Use equity theory to explain the reactions of Gravity employees. What steps are these employees taking, or might they take, to rectify any inequities?

Company description and background of Neuralink.

1. What are the conditions causing linear programming problems to have multiple solutions?

1. To critically analyze and discuss FOUR different policies with each of the four determinants of national competitive advantage that will attract Multinational Corporations (MNCs) and protect domestic firms in your country. (1000 words)

Please Use your keyboard (Don't use handwriting)

MGT211

I need new and unique answers, please. (Use your own words, don't copy and paste)

TOPIC: EMPLOYEE HEALTH AND SAFETY IN THE ORGANIZATION

Organization officials have a legal and moral responsibility to ensure that the workplace is free from unnecessary hazards. Employers hold responsibility for understanding what is necessary to keep workers safe from harm. Conditions surrounding the workplace must be secure for employee’s physical and mental health. As many organizations have implemented wellness program, that focus on smoking cessation, weight control, stress management, early diagnosis of health problems, prevention and education about life-style related and contagious illness. Wellness program can cut Employers health cost and lower absenteeism by preventing health related problems.

Reference: Textbook- DeCenzo, D. A., & Robbins, S. P. (2013). Human resource management , Chapter 13 Health and Safety.

Assignment Questions:

Describe the role of HR in offering Healthy and safe work environment to the workers. Also write the ways that Occupational Safety and Health Administration OSHA assist employers in creating a safer workplace.
Discuss the purpose and significance of Wellness Programs/Disease Management in the Organization. Support your answer with the example of two companies that provide these programs to their workers.
If you’re HR Manager, how can you support your employees during the Public Health Emergency/Outbreak? Present your HR planning to run the organization effectively along with employees’ safety.

Analyze the distinction between program evaluation and policy analysis, and why governmental organizations engage in such activities.

Discuss three approaches to safeguard online privacy of consumers.

Some companies and municipalities are switching to a four-day workweek to reduce traffic congestion, air pollution, and stressed employees. Compressing the workweek into four 10-hour days sounds pretty good to you. You would much prefer having Friday free to schedule medical appointments and take care of family business, in addition to leisurely three-day weekends.

As a manager at Skin Essentials, a mineral-based skin care products and natural cosmetics company, you are convinced that the company’s 200 employees could switch to a four-day workweek with many resulting benefits. For one thing, they would save on gasoline and commute time. You know that many cities and companies have already implemented a four-day workweek with considerable success. You took a quick poll of immediate employees and managers and found that 80 percent thought that a four-day workweek was a good idea. One said, “This would be great! Think of what I could save on babysitting and lunches!”

Your Task. With a group of other students, conduct research on the Web and discuss your findings. What are the advantages of a four-day workweek? What organizations have already tried it? What appeals could be used to persuade management to adopt a four-day workweek?

What arguments could be expected, and how would you counter them? Individually or as a group, prepare a one-page persuasive e-mail or memo addressed to the Skin Essentials Management Council. Decide on a goal. Do you want to suggest a pilot study? Should you meet with management to present your ideas? How about starting a four-day workweek immediately?

** Create in the form of an email, and include subject, line, date, etc. ********* Use a Persuasive Organizational Message Flowing Upward ***