Java Joint, Inc. is a Delaware corporation owned by four brothers. The corporation owns a coffee shop in West Haven, Connecticut called Java Joint.   To save money, the brothers handled the incorporation of Java Joint, Inc. by themselves without using a lawyer. They filed the Certificate of Incorporation with the Delaware Secretary of State and paid the necessary filing fees to form Java Joint, Inc. However, they have not adopted any organizational documents for the corporation, they have not elected directors of the corporation and they haven’t appointed any officers. To save money on bank fees, they use one of the brother’s personal bank account for the business.   Lois Lender made a $10,000 loan to the corporation which is now in default. (The shareholders did not personally guarantee this loan.) The total balance due on the loan including unpaid interest is $13,500. In addition to suing the corporation, Lois is also suing each of the four brothers individually. Under these circumstances, which of the following is true?

		Lois has a strong legal claim against all four brothers because shareholders of a corporation are always personally liable for the obligations of the corporation.
		A corporation cannot be legally established without using an attorney, so all four brothers are personally liable for the $13,500 due to Lois.
		Lois has a strong legal claim against all four brothers as shareholders of Java Joint, Inc. under the doctrine of ‘piercing the veil.’
		All four brothers are liable to Lois under the doctrine of res ipsa loquitor.

Please read and react to the current event article in the "Health and Wellness of Workers in Industry" Below. Your response should be at least 6 sentences. and address the key points of this article.

OSHA again cites Tip Top Roofing for failing to provide workers fall protection

Date investigation initiated and what prompted inspection:On Nov. 4, 2014, the U.S. Department of Labor’s Occupational Safety and Health Administration’s Aurora Area Office initiated an inspection of roofing contractor Tip Top Roofing & Construction Inc. after receiving a complaint alleging workers were exposed to fall hazards at a residential jobsite in DeKalb.

Investigation findings:

OSHA issued two willful and four serious violations for exposing workers to falls and other hazards while re-roofing an existing residence

Two willful violations cite the company for:

Exposing workers to fall hazards of about 22 feet because the company failed to provide fall protection

Failing to extend a ladder at least three feet above the landing to provide safe roof access Four serious violations involve allowing employees to perform roofing work in close proximity to energized power lines, lack of personal protective equipment and allowing employees to carry loads of plywood and other roofing materials while climbing ladders.

The company has been cited multiple times since 2008 for fall safety violations. The most recent citations were issued in 2013.

Quote:

“A roofer can fall to his death in mere seconds. By refusing to provide fall protection to its workers, Tip Top Roofing and Construction is gambling with workers’ lives and livelihood —and that is unacceptable,” said Jacob Scott, OSHA’s Area Director in Aurora. “With everything we know about how to work safely, it’s troubling to see how many workers are still injured every year in the construction trades, and particularly from falls.”

Each year 38,000 construction injuries are reported. Fatal falls, slips, or trips took the lives of 699 workers in 2013. Falls to a lower level accounted for 574 of those fatalities. About half of the 1.6 million Americans employed in the construction industry, work in residential construction.

Rocky Mountain Tire Center sells 14,000 go-cart tires per year. The ordering cost for each order is $40, and the holding cost is 40% of the purchase price of the tires per year. The purchase price is $25 per tire if fewer than 200 tires are ordered, $16 per tire if 200 or more, but fewer than 5000, - tires are ordered, and $14 per tire if 5000 or more tires are ordered.

a. How many tires should Rocky Mountains tire order each time it time it places an order?

b. What is the total cost of this policy?

Case Study – THE CROWN PRINCESS

Given Facts:  Company: Matrix Systems, Inc., large conglomerate with over 35,000 employees  Competitor Company: Trilinear Systems Inc., small and quite aggressive company outfit  Alice Miller, MBA graduate from Stanford, graduating in the top one percent of her class, capable and hardnosed, ambitious and quite good in her interpersonal relations.  She showed that she was a very high potential employees resulting from putting her to a fast track promotions.  In her third year at Matrix, she was put in charge of a top secret, highly technical government contract  After 3 months, Alice was put in charge of this project and her Boss started to receive 7 resignations from key technical people working on the contract.  If they left, there was no way that matrix could fulfill and worst, all these 7 employees applied for the competitor company Trilinear and the company was seriously thinking of hiring them  Mr. Baker figured out that they were mad not to Alice but to the crown princess problem Questions:

1. What should Mr. Baker do as HR Manager?

2. What should Alice do? Remember, it's hard to stay on the fast track when you are a loser, and she will end up a big loser in this situation.

3. Is it a good idea to have crown princess and fast tracks for minorities and females? Why or why not?

4. Matrix has 10 levels of management in its organization. If it hired talented people at the lowest level and they spent 5 years in that level learning the job, it would take 50 years to get on the top. What besides the track /crown princess option does Matrix have?

There are many Malaysia brands across different sectors such as banks, airlines, hotels, oil
and gas, education, automotive and many more. Choose a brand that you have experience
with and answer the following questions.
a) Describe your experience with this brand. (2
marks)

b) Based on your marketing knowledge, briefly discuss how this brand differentiate and
position their products or services for maximum competitive advantage. (10
marks)

c) Based on your understanding, briefly explain TWO (2) ethics that this brand practice in
their marketing strategy. (10
marks)

d) Explain the FOUR (4) political-legal factors that the brand should consider before
operating in a foreign country.

Marketing management question:

Q: Compare and Contrast between Up Stream and Down Stream Partners

Objectives

1.Which one of the following roles can be especially effective in preventing potential problems associated with high levels of team cohesion?

Shaper

Assessor

Warden

Maintainer

Devil's advocate

2.Which of the following is key to look at when diagnosing the organization's current culture?

Employee benefits

Competitor companies

Practices and behaviors

Recruiting methods

3. Which one of the following roles can be especially effective in preventing potential problems associated with high levels of team cohesion?

Shaper

Assessor

Warden

Maintainer

Devil's advocate

4. Every year your organization participates with a national charity organization, with a significant promotional effort happening towards the end of the year. The promotions often describe the important outcomes the charity has achieved addressing social problems such as homeless, hunger, domestic violence, and addiction. Their message is something like "Please help us continue this important work that makes a difference in the lives of so many people." Which influence tactic is being used in these promotions?

Ingratiation

Consultation

Empathetic appeal

Personal appeal

Inspirational appeal

Table 3.3 Educational parameters in the Green Valley City in a decade

(Number of students in each level)

Month	1995	2005	2015
Preschool	423	657	814
Basic education	567	886	1206
Secondary education	456	678	1200
College	678	987	2088
Graduate Schools	12	68	208

(You need to change the table into a suitable graph/chart)

Convert the information shown into a (graph / chart) and write in each of them a text of approximately 150 words explaining the drawing

Two questions. You are compulsory to answer all.

1. Differentiate the terms of intrinsic values and extrinsic values. As an employee in an organization (please state the organization business core), give an example of these two terms.

2. There are two types of stress which are eustress and distress. Explain and give an example of these two terms related to your current daily life / experience.

After reading the message below please provide your personal opinion in detail of what you learned.

I was sitting in one of those fluorescent corporate cafeterias eavesdropping on the women at the next lunch table. One had vacationed in Thailand. The other had returned from a group tour of Vietnam.

"Over there, it was nothing to see two generations of family crammed into a house no bigger than my living room," said the Vietnam traveler. "Makes you appreciate what we have here, in America."

I will probably never see that American woman’s living room. But I'm willing to bet that it's larger—and certainly more weather-proof—than my childhood home in Ireland. And as for that multi-generational-living thing? Yup, we managed to cram two parents, five kids, two grandparents, and the family dog into a thatch-roof house with three tiny bedrooms.

But, sitting there in that air-conditioned cafeteria, did I interrupt my lunch neighbors to say: “Whoa! Wait. You have no clue how it really is. You have no clue about what I learned from my live-in grandparents, or that poverty and cultural exotica are a lot more than the sum of our non-commodities, of what we don’t possess?"

Nope. I just kept munching on my salad. Ten minutes earlier, I had ordered and paid for that salad in my best expat-American patois.

These days (I have since switched jobs), I work as the communications director for a nonprofit. In my own office, among my own colleagues, I say nothing about my rural, hardscrabble beginnings. Equally, I don’t stand at the office photocopier belting out a Gaelic-language song, just as I don’t brag about how, once, I used to design and knit fisherman-knit sweaters. You'll never see me pulling up a boardroom chair to re-tell one of my live-in grandfather’s fireside stories, like that one about how, as a little boy, his mother (my great-grandmother) took him to town where he saw a huge ship sitting way, way out in the harbor. His mother said that the ship was on a stopover between England and America. It was called the Titanic.

So as an expatriate in America, am I in a perpetual state of what my late mother called “putting dogs on windows” (a.k.a., pretending or trying to be someone I’m not)?

Today In: Leadership

No. And yes.

In my private, non-working life, among my American friends, everything is fair game. Actually, I’m often the one quizzing them about their childhoods. But in the workplace, I’m quite content to “pass” as American.

PROMOTED

I was 24 years old when I landed from Ireland at JFK Airport. It was a freezing December afternoon. I had an overstuffed backpack and a borrowed $200 and a set of directions for how and where to catch a Trailways bus.

In my early American years, I worked as a waitress in an Irish-American pub in a jazzy college town. This was the swingin’ ’80s, and that cash ’n’ carry restaurant life was one eye-popping culture shock. Also, in any country or culture, waiting tables is a safari of human behavior: the good, the bad, and the downright weird (especially after midnight).

In that Irish-American pub, for the first time in my life, I had to become—well, Irish. I discovered this “all-Irish” meal called corned beef (yuck) and cabbage. My bar customers ordered this “Irish” beer drink called a Black and Tan. By the way, if you had ever offered my history-buff father any food or beverage of that name, he would have laughed in your face or spat at your feet. (The “black and tans” were a band of temporary British constabularies sent to fight the IRA during the Irish War of Independence. Mostly comprised of World War I vets, the “tans” were famous for their civilian attacks.)

The first week on the job, I learned that the way I spoke was called a “brogue.” And my “brogue” brought a string of questions: Oh, what brought you here? Don’t you miss your family? Aren’t all you Irish chicks named “Colleen?”

Of course, I was grateful for this job and this all-American chance to reinvent myself from my heretofore life as a parochial school teacher in a rural Irish village. So, bit by bit, I began to assume this packaged, offshore brand of Irishness.

Three years after arrival day, I quit that pub gig to start an evening graduate-school program and to work a string of day jobs, most of them in offices. I’m not proud to admit this, but as I interviewed for and started each new job, I wasn’t above laying on the brogue and the Maureen O’Hara charm.

What I didn’t yet know was this: Playing to a set of Hollywood stereotypes, to a set of broad-brush cultural assumptions, is “putting dogs on windows." And worse, it will deplete our sense of self and self-esteem.

I finished that graduate degree and landed better-paid jobs, including my first gig in business writing and communications.

In one position, I had to deliver a short, monthly overview of the organization's public information policies as part of the new-hire orientation. As an ex-teacher, preparing content and delivering a short, lively presentation was a snap. So I assumed that my participant evaluations would be glowing.

They were.

Then I scrolled down to those add-on, narrative comments: “I liked the communications woman’s accent.” “Love that accent!” “She’s really cute!”

Gulp. What about my carefully prepared content?

Outside of work, I was also building a career as a creative writer. My publications and bylines landed me on some book-discussion panels and public presentations.

More than once, an audience member would approach the podium to say: “Heck, with that accent, you could stand there and read the phone book, and I’d sit here and listen.”

But here’s the thing: I didn't want to read any phone books. I didn't want to have crossed an ocean and navigated a whole new country just to achieve “cute.”

Then came our 21st-century recession. And with it came a lot less room, a much narrower tolerance, for blather or swagger. In a 2008, 8-10% unemployment America, in an America where both the communications and the publishing industries were changing and dipping faster than the NASDAQ, it took real, hard-core skills to snag a new job. And, in a perpetually merging and downsized workplace, keeping that job means being trained, ready, and willing to produce the goods.

I find this delightful. I find it really freeing. Without the cultural distractions, I’m just another middle-aged woman with a skill base that's continually challenged and updated. I'm a woman valued for what I know and what I can do, not for where I came from.

Still, since that day in the lunchtime cafeteria, I have imagined myself turning to those women and regaling them with enough hardscrabble childhood stories to put them off their sandwiches. Like how I remember reaching for the family sugar bowl to sweeten my morning porridge only to discover that the mice had (again) decided to deposit their—ahem—food additives in there. Or how, without indoor plumbing or central heating, a kid needs both skill and stamina to snag herself a Saturday-night bath. Or how infuriating it was to finish all my third-grade homework only to get up in the morning and find it (again) stained with brown rain leaked through the thatch roof.

We weren't a poor family. Thanks to my father’s double life as a weekday truck driver and a weekend farmer, we were actually quite well off—at least by 1970s rural Ireland standards, and at least by how we viewed ourselves or, indeed, where we ranked in our village's socio-economic pyramid. Based on what I overhead at that lunchtime table, our set-up probably didn't match how those women grew up, but in our village primary school, most of my classmates had live-in grandparents. The lucky among us had a pair of good shoes just for Sunday, plus a warm winter coat. If it had once been a sister’s or a cousin’s coat, what difference?

But in that imaginary lunch speech, the glossary becomes longer than the actual content. There are more cultural footnotes, more lost-in-translation asides than any of us would have time for.

And anyway, from our company dress codes to our bullet-pointed, buzzwordy chatter, today’s workplaces breed a certain homogenization. We assume that most or all of us watched after-school TV and used the microwave on the kitchen shelf and went to U.S. colleges where Dad delivered us for freshman orientation and Mom kitted out our dormitory with a mini-fridge.

There are those of us who didn’t. There are those of us who get up in the morning and stand under the shower belting out a foreign-language song. We go home at night to dream in another language. But in our fluorescent, white-walled workplaces, we abandon all that in the downstairs lobby. Why? Because, as I learned the hard way, the socio-economic dissonance and the cultural quirks can eclipse what’s really there, what we can really do.

I can improve America. There. For 20-plus years now, I’ve been longing to just come out and say that. In my own small way, in my creative and working life, I believe that I can be the softly spoken (ha!) but persistent voice for better healthcare, better education, and fairer public policies—the kinds of policies that let kids go to bed at night with full bellies and go to school in the morning without a bullet-proof backpack.

But tell me: How can a woman improve a country, how can she write or fight for anything—anything worthwhile, anyway—if all she’s considered by the people around her is “cute?”

Marketing management question:

Explain briefly the following concepts: short answer

Product mix width

Product mix length

Product line depth

Consistency

1. Roderick Cardwell owns Ticketworld, which sells tickets to entertainment and sporting events to be held at locations throughout the United States. Ticketworld’s Massachusetts office sold tickets to an event in Connecticut to Mary Lou Lupovitch, a Connecticut resident, for $125 per ticket, although each ticket had a fixed price of $32.50. There was no agreement that Ticketworld would bear the risk of loss until the tickers were delivered to a specific location. Ticketworld gave the tickets to a carrier in Massachusetts who delivered the tickets to Lupovitch in Connecticut. The state of Connecticut brought action against Cardwell in a Connecticut state court, charging in part a violation of a state statute that prohibited the sale of a ticket for more than $3 over its fixed price. Cardwell contended in part that the statute did not apply because the sale to Lupovitch involved a shipment contract that was formed outside the state. Is Cardwell correct? How will the court rule? Why? 3 paragraphs

1. Compare and Contrast between Up Stream and Down Stream Partners
2. Explain briefly the following concepts

3. Product mix width

   Product mix length

   Product line depth

   Consistency

1. What economic and Business factors/issues impacted mastercard between 2014 and 2019? How did these factors/issues impact the company? What actions did mastercard take as a result of those issues?

1. What is the BOM stock needed for the shoe department for April if sales are planned at $64,000 and the stock-to-sales ratio is 18.3?

2. What is the stock-to-sale ratio for the sleepwear department for May if sales are planned at $1,260,000 and the planned BOM May stock is $12,759,000?

3. The contemporary denim department has an average weekly sales figure of $49,200 and a planned turnover of 1.42 for the Fall season (six months). Calculate the amount of stock to be carried using the weeks of supply method.