Danielle decides she is going to open a bakery. She talks to Sarah and Staci about going into business with her. They agree. They find the perfect space to rent and start their business, “Three Girls Bakery.” About a year later the three of them decide to have a meeting to discuss the business. Danielle does not agree with the direction that Sarah and Staci want the business to go in. She gets upset and starts to walk out of the meeting. “I’m the one who wanted to open this bakery to begin with!” she shouts. “Now you guys want to start using lower quality ingredients so you can put more money in your pockets?!!! she yells. Danielle stomps towards the front door, "I guess I'm out voted so go ahead and order the crappy ingredients!" she yells as she walks out and slams the door.

About a month later, Dorothy, an 85 year old woman, is enjoying a muffin and coffee at a table in their bakery. "I don't feel good," she says. "My stomach really hurts." A few minutes later she throws up and falls to the floor holding her stomach. Danielle runs over to her. She is unconscious. Danielle calls 911. Later Danielle finds out that she had E. coli food poisoning that they are linking to the muffin she ate at their bakery.

Three Girls Bakery is now being sued by Dorothy's attorney. She is asking for $1.2 Million in damages. The attorney serves Danielle, Staci, and Sarah with a subpoena to appear in court to disclose all their business assets and personal assets. "Personal assets?!! What?!!" Staci says frantically. "They can't take my home can they? What about my car? And my savings account? What's going on?!!!" Staci says as tears run down her cheeks.

Please state:

What should Danielle, Sarah, and Staci have done when forming their business that would have prevented Dorothy from trying to get their personal assets?

What should Danielle have done when forming the business to make sure she could have left the business when she didn't agree with Sarah and Staci's business decisions?

(Please use the IRAC Law Method)

Candy Blair was injured when a truck ran into her car. U.S. Insurance Co. was Candy's insurance company. Candy went to see Dr. Brown, a chiropractor who treated her 28 times over a two month period. Dr. Brown billed U.S. Insurance four times. After paying the first two bills, U.S. Insurance thought that Dr. Brown may be overcharging for his services. U.S. Insurance hired Chiropractic Services, Inc. to evaluate Dr. Brown's billings. Chiropractic Services determined that Dr. Brown's billings were excessive. U.S Insurance then called Dr. Brown and offered a partial payment to settle the account. After the conversation, U.S. Insurance issued and sent a check for $931 payable to Dr. Brown. On the face of the check, U.S. Insurance typed "settlement in full." Dr. Brown cashed the check upon receipt. He then sought payment of an additional $931. U.S. Insurance claims that they don't owe Dr. Brown any more money. Does U.S. Insurance have to pay an additional money to Dr. Brown? Why or why not?

(Please use IRAC)

Like many other footwear brands, Skechers independently contracts its manufacturers. In 2016, 51% of total purchases came from 5 contract manufacturers. These manufacturers are mostly located in China and Vietnam. This allows Skechers to keep its capital investments low and flexibility in manufacturing and production capacity. However, this places a large dependence on its suppliers. Skechers keeps its agreements with suppliers relatively short (30 to 60 days), yet it has long-standing relationships with several for continuity and reliability. When Skechers looks for a new supplier, the focus is on manufacturers with previous footwear experience. The design process begins about 9 months prior to the next season by in-house design staff. These staff design and monitor products from the US, China, and Vietnam with inspection teams located in China and Vietnam.

Skechers distributes through two major channels: wholesale and retail stores. Wholesale includes department stores, specialty stores, and independent retailers. Retail stores includes e-commerce, concept stores, factory, and warehouse outlet stores. Concept stores are larger stores where the company tests new marketing activities, hosts events, and showcases new product designs. Such locations include Times Square, Powell Street in San Francisco, Westfield London, Shinsaibashi district of Osaka and Harajuku in Tokyo. Factory stores are located in manufacturers’ direct outlet centers in US and international, while warehouse outlet stores are primarily in US and Canada and used to liquidate excess merchandise, discounted lines, and odd-sized inventory.

Skechers advertising and marketing motto is “unseen, untold, unsold.” Its omnichannel strategy includes print (specialized magazines such as Runner’s World, Seventeen, Men’s Fitness), TV, online, outdoor, trend-influence, social media, promotions, in-store events, and celebrity endorsers. All of this is managed by in-house teams.

Assess Skechers global expansion strategy and entry mode choices; does the current approach make sense for the future?

DISCUSS MARKET ENTRY STRATEGIES. DO NOT DISCUSS ANY OTHER STRATEGIES. Discuss expansion strategy and entry mode choices: exporting, turnkey projects, licensing, franchising, establishing joint ventures with a host-country firm, or setting up a new wholly owned subsidiary in the host country. Please discuss Brownfield investment (mergers and acquisitions), Greenfield (direct entry), JV (strategic alliance)

ONLY 200 WORDS

At a college football game their are always lots of student activities to make sure the students enjoy the game whether they are football fans or not. Free t-shirts, free pizza, half-time contests to win gift cards, etc. During one of the games, Jake was one of staff who used the t-shirt launching guns to shoot the t-shirts into the crowd of students. The guns could shoot the t-shirts 100 feet into the air. He and his fellow launchers had launched several t-shirts into the crowd of students successfully and without any issues. During the final quarter, Jake pulled the trigger on his launching gun to shoot a t-shirt into the crown and nothing happened; the gun did not fire the t-shirt. Jake was taught that when that happens to point the gun in a safe direction and put it down. Instead Jake hit the side of the gun with his hand trying to get it to fire. He didn’t realize that he had lowered the barrel of the gun and it was pointing right in front of him. The gun went off firing the t-shirt into a cheerleader 10 feet in front of him. The t-shirt hit the cheerleader in the back of the neck causing permanent injury to her:

The Cheerleader comes to see you about suing for what happened to her. Please explain:

Who she has a right to sue;

Why she has the legal right to sue each person you name above (why are they liable);

What her legal argument is to win the case against each person you named above.

(Please use IRAC)

Which Shackleton leadership principles can be clearly identified in the Malden Mills story?

An example of Shackleton’s Leadership skills is presented in Dennis N.T. Perkins's book, “Leading at the Edge”. Mr. Perkins tells the story of a commander and how he followed the Shackleton Leadership Skills during his trying time as the president of a company on the verge of collapse. The "commander" was Aaron Feuerstein, president of Malden Mills Industries, a textile company that manufactures Polarfleece and Polartec. In 1995 the sales for Polartec were more than $200 million and the demand for Malden Mills' product was continually increasing.

On a cold night in December 1995, three of Malden Mills' four plants erupted into fire, and the 40-mile-per-hour winds that night were threatening to engulf the fourth plant. That night Mr. Feuerstein was quoted as saying, "Whatever technical progress we had made was in those buildings, and whatever specialty processes we had developed were in those buildings." Presented with the question of how Malden Mills would be able to stay in business with the fire burning in three of the buildings and the fourth on the verge, Mr. Feuerstein responded with an unrelenting desire to save his business and the jobs of his 3,100 employees.

He realized that the only chance he had in saving his business relied on the ability to save the fourth building. If the fourth building were saved, it would provide a basis on which to rebuild the company. Mr. Feuerstein instructed his employees, "Do anything you need to do, just save that building." He later recalled, "They were in that building all night, and they saved it, and therefore the company, from certain destruction." [Malden Mills] began as a place where senior executives had their offices in the same buildings and on the same floor as the manufacturing equipment, where managers had to yield to fork trucks as they went to meetings. This was the way the Feuerstein family wanted the mill to work. The family members didn't want their managers to ever forget what their work was truly about.

To stop the fire and overcome the many obstacles that remained during the long journey of rebuilding the company, Mr. Feuerstein had to implement many of the Shackleton Leadership Skills. He never lost sight of the ultimate goal: to save the company. He also focused his energy on the short-term objectives: saving the fourth building. By focusing on the short-term objectives, Mr. Feuerstein saved the building and was able to salvage a base on which to rebuild the business.

One of the next challenges encountered was to prevent his employees from becoming discouraged about the company's ability to recover. To meet this challenge, Mr. Feuerstein reinforced the team message constantly: "We are one—we live or die together."   The story of Malden Mills has focused on Aaron Feuerstein, and how he eschewed the option of taking the insurance money and running overseas. Instead, the third-generation owner opted to pay 1,400 displaced employees for three months, extend their health benefits for nine months and rebuild the plant—all at a personal cost of $15 million. Feuerstein did not throw his money away. It was not generosity, but a well-reasoned and sound leadership decision to invest millions in Malden Mills’ most critical asset-its workers. Nevertheless, Feuerstein's vow to rebuild Malden sounded the trumpet. Meanwhile, HR shifted into high gear with a Crisis Team—the foundation of which was actually laid before the fire. The team met daily to discuss the status of those injured, to assess the immediate needs of Malden employees, to set up a communications and workers' training center, to call upon community resources.

A third challenge was to overcome the risk of losing customers if Malden Mills was not fully operational in time to meet the winter demand. To satisfy the customers, Mr. Feuerstein had to instill optimism and self-confidence, but stay grounded in reality. He called his customers and assured them that he could be in production in 30 days. Through sheer willpower, and strengthened by the renewed confidence of Mr. Feuerstein, the production crew made the first test run of Polartec within 10 days of the fire. Although there were still tremendous challenges ahead, this symbolic event caused the workers to believe that they might achieve their goals.     A series of operational moves also were enacted to keep production going. Dyeing and printing were farmed out to other textile companies in Massachusetts and the South. Equipment, designated for the company's German operations in Goerlitz, was brought to the States.

By the end of December, Malden Mills was producing at 20 percent of normal output, even though the fire had destroyed 75 percent of Malden Mill's operations. By the end of February, Malden Mills was producing at 90 percent of pre-fire levels.

In the following months, Mr. Feuerstein encountered many more challenges. These ranged from the insurance companies' unwillingness to pay the claims that deprived Malden Mills of its need for cash, to the emergence of a number of new fleece manufacturers. Despite these setbacks, he refused to give up. Just over one year after the fire, an investigation cleared Malden Mills of any negligence, and the insurance companies slowly paid the remaining millions due to the company. By early 1997 Malden Mills began to reach pre-fire revenues.

Reflecting on the disastrous experience, Mr. Feuerstein stated, "You're out there all alone in the world, and in the last analysis you've got to do something. In those situations, I stand forward, and I do what needs to be done." Feuerstein says the tremendous amount of change in the past few years makes me once again recognize HR's strength and courage. At Malden Mills, we have self-confidence to change without fear.

Conclusion

Understanding Shackleton's lesson is your first step to improving your leadership skills. Implementing "Shackleton's Way" will take time, but will reap rewards. There are likely to be bumps along the road that you will need to maneuver past and overcome. However, the rewards of employing leadership throughout the claims process are plentiful. You will create teams across your company that will work together, and you will enhance the claim information available by having greater accountability. Finally, you will have a sense of accomplishment and closure as you command the oversight of the many stages of recovery.

Be firm in your vision and understanding with your team. Remember the traits of Sir Ernest Shackleton. Challenge yourself and you will raise the bar for others and even surprise yourself. The key is to take an active role in the claims process and in leading your team.

At one of the Wrigley Company’s recent annual general meetings, Wrigley used a John F. Kennedy quote to demonstrate his position to shareholders: “There are risks and costs to any programme of action, but they are far less than the long-range risks and costs of comfortable inaction.”

At one of the Wrigley Company’s recent annual general meetings, Wrigley used a John F. Kennedy quote to demonstrate his position to shareholders: “There are risks and costs to any programme of action, but they are far less than the long-range risks and costs of comfortable inaction.

1. ”Discuss the use of positive reinforcement, negative reinforcement and punishment in motivating organization members.Which of the three (3) do you think is the most important ingredient of behaviour modification? Please justify your response?                                                      

1. Hiring and developing human capital is important to keep the company stays competitive.

(a) State your opinion on the statement above

(b) Explain any FIVE (5) strategic roles of HRM in a total quality management organisation.

2. Some organisation set the policy that an engineer can only be promoted to higher position if he or she becomes a green belt and later a black belt.

(a) What is your opinion on such policy from organisation performance perspective?

(b) Is six sigma continual improvement a “cure-all” methodology for all problems? Justify your answer

Newspapers are struggling to survive as readers increasingly go online to get news and information. Nevertheless, newspapers continue to offer unique benefits to advertisers. Write a report about the state of newspapers and make an argument for what may happen to newspaper advertising during the next decade. Be sure to answer the following questions: Could newspapers go extinct? Do advertisers still need this medium? Can news organizations find a way to make newspapers a viable business again?

Put yourself in the shoes of an HR manager during the coronavirus pandemic and how you would handle it.

Create a SWOT Analysis for the Industry/Competition of Ford in China

• Assume you are sitting down with your manager, or assume you are the manager sitting down with your employee.
• Prepare two SMART goals for your employee./Marriott
• Explain how these two goals meet the SMART criteria.

Sarah and Nicole decide to go a Red Wings Hockey game. While sitting in their seats a player hit a puck hard sending it above the protective barrier and it went flying into the stands. The puck hit Nicole in the head and killed her instantly. She was 19 years old. Her parents sued the Redwings organization. The Red Wings lawyer argued assumption of the risk and says they are not liable: You are the attorney for Nicole’s parents.

State a legal argument to show that the assumption of risk defense does NOT apply in this case.

(Please use IRAC)

Define and apply assumption of risk to the case.

Twenty samples of n = 200 were taken by an operator at a workstation in a production
process. The number of defective items in each sample were recorded as follows

1- develop a P-chart using 3-sigma , set p the P chart and plot the observations to determine if the process was out of control at any point.

2- if the management want to use the pattern tests using 1-sigma , 2- sigma and 3-sigma to further determine if the process is in control . Determine the " up-and-down" and " above -and -below" runs and zone observations to make your recommendation using the control chart.

It is incorrect to make holistic conclusions about a company after looking at only one of the three financial documents. Prove this by giving one example to disprove each of the following statements:

• A company, DOPE Inc., claims it has been performing really well because last cash flow statement shows a remarkably high positive cash flow.

• Mr. BLING, who is an entrepreneur with a really high net worth, must be so rich (i.e. has so much cash at hand).

• LIT L.L.C., a private consultation start-up in the smart grid industry, must be failing because its EBITDA over the last three years have been reported as zero.

• A land developer company LONO, must be in good financial health because they recently purchased 1,000 acres of land.