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.

In a day when companies use Twitter and Facebook to communicate, Teresa Carleo of Plant Fantasies is a genuine throwback. She doesn’t use social media or email. At first glance, Carleo’s preference for traditional communication methods seems out of touch with twenty-first century technologies. Far from being neo-Luddites, however, the leaders at Plant Fantasies demand communication that works—and that means matching the right communication methods with the right business situations. For example, some tasks at Plant Fantasies involve installing and maintaining gardens. Other situations require collaboration with landscape designers. Still others involve speaking with clients. Not all communication channels are equally suited for each situation; tweeting may be effective in one situation yet hopelessly inappropriate within another setting. Teresa Carleo insists on making a personal connection with customers. After a friend’s hand-written note recently touched her in a unique way, the Plant Fantasies founder decided to launch a personal letter-writing campaign to clients.

1. Why would Teresa Carleo favor face-to-face communication over email when dealing with customers?
2. Why would Carleo prefer to use electronic communication methods for certain types of communication within the company.
3. In the video, Carleo says that she worries that at times she communicates too much. What steps could she take to confirm that her messages are being heard and understood by others?

Nicky is the assistant to the HR manager. His best friend Jack is applying for a job with the company and Nicky agreed to be a reference for him. Jack asks for advice on preparing for the interview. Nicky has access to the interview questions that will be asked of all applicants. It would be great for his best friend to work at the same company. Nicky stops to think, what would be the consequences of his decision to share the questions? Choose all that apply.

Select one or more:

a. Nicky could lose his job.

b. If hired, Jack could lose his jobs.

c. Jack could get hired on and not be a good fit for the job.

d. Jack could get hired on and not be as capable of performing tasks as he implied in his interview.

Question text

Scenario: Lee is the general manager for The Mattress Store. His best sales associate, Ben missed his monthly goal by one mattress this month. It is unusual for Ben to miss his goal; he was out for a week with the flu. Unfortunately, Ben did not earn his bonus for the month. Ben is upset and threatens to quit if Lee does not make the exception since Ben had the flu. The rules are clear, and bonuses are paid to those who meet their sales goal. However, Lee does have the authority to make exceptions to the rule.
Should Lee involve others in making this decision? Choose all that apply:

Select one:

a. Yes, Lee should involve the accounting department in his decision.

b. Yes, Lee should involve the payroll department in his decision.

c. Yes, Lee should involve HR in his decision.

d. No, Lee has the information he needs to make the decision on his own

Question text

Scenario: Stanley transferred from the northside location to the southside location and accepted a promotion to manager of the store. On his first day in his new role as manager, an employee approached Stanley and asked if she could leave two hours early to attend her son's school play. She said that the previous manager always lets her leave early. Stanley does not know how to respond.
Should Stanley involve others in his decision? Choose all that apply.

Select one or more:

a. Yes, Stanley should find out if it is appropriate to grant her request.

b. Yes, Stanley should consult the other employees of the department.

c. Yes, Stanley should involve the manager of accounting.

d. No, Stanley has the information to make the decision on his own

1. What moral and ethical issues impacted mastercard between 2014 and 2019?
   1. How did these factors/issues impact the company?
   2. What actions did the company take as a result of those issues?
2. Situation analysis of what you see as reasons mastercard made the 2019 list.

the company is Mastercard

Which of the following is not a factor that is increasing the need to better manage the supply chain?

Select one:

A. Optimization of their own value by most segments in the supply chain

B. Global competition and outsourcing

C. E-commerce and telecommunications

D. Outsourcing and shorter life cycles

Logistics consist(s) of the following, EXCEPT:

Select one:

A. Compensation and incentives

B. Storage and warehousing

C. Transportation and information processing

D. Inventories and distribution

Which of the following is true about the bullwhip effect?

Select one:

A. Variability in demand increases from the factory stage downstream to the customer stage

B. This cycle is prevalent in just about every industry

C. Lead times between the stages of the supply chain tend to be very short

D. Information lags stemming from large lot sizes with infrequent orders may be a cause

What is the least expensive transportation mode?

Select one:

A. Air

B. Trucking

C. Railroads

D. Water

Simple linear regression has how many independent variables?

Select one:

A. Zero

B. One

C. Two

D. More than two

E. Different models have different numbers

Which of the following is not an assumption of regression?

Select one:

A. The residuals are normally distributed

B. The expected value of the residuals is one

C. The residuals are independent of one another

D. The variance of the residuals is constant

E. All of them are assumptions of regression

Which of the following statements about supply chain management (SCM) is correct?

Select one:

A. SCM programs are putting ever greater emphasis on the finance function

B. SCM coordinates and integrates several activities into a process by linking the most important partners in the chain

C. The goal of SCM is to deliver the right product at the right time, while yielding the lowest possible costs

D. SCM enables manufacturers to actively plan and collaborate across a distributed supply chain

Which of the following is false about supply chains?

Select one:

A. Just-in-time deliveries (JIT) and lean manufacturing dictate a demand chain

B. When customers of a service are also suppliers, they should be attracted

C. A supply chain is suggestive of a system of production in which the customer “pulls” the product

D. Suppliers that are not customers must be chosen carefully

E. All of them are false

3PL companies:

Select one:

A. Offer their products in a most efficient manner

B. Are also known as third-place location firms

C. Have chosen to outsource at least portions of their supply chain management function

D. Provide services including handling product distribution and returns, receiving materials and managing warehouses

For Soumitra: PART II: Ashua’s Shoestore sells a large number of flat shoes. The shoes are shipped from a manufacturer in New Hampshire. Ashua, the proprietor, says, “I want to be sure that I never run out of flat shoes. I always try to keep at least two months supply in stock. When my inventory drops below that level, I order another two months of supply. I’ve been using that method for 20 years and it works.” Each pair of shoes costs $11 and sells for $20. The cost of processing an order and receiving new goods amounts to $100, and it takes three weeks to receive a shipment. Monthly demand is approximately normally distributed with mean 80 and standard deviation 20. Assume a 20 percent annual holding cost, and that a month is four weeks. REMAINING QUESTIONS: Suppose Ashua also recognizes that her order quantity of two months demand may be out-dated. What order quantity would you recommend to reduce costs? What is the average time between orders (also known as the order cycle)? After optimizing the order quantity, what would be the re-order point R be, if Ashua’s new policy in part 3 is applied? What would be the annual inventory holding cost and order cost of this most updated policy?

4. Which of the following pricing practices represents price discrimination? Explain.

a. Local businesses in a small college town offer a 10% discount to anyone showing a student ID card.

b. Fred’s Fridges advertises a one-day sale on refrigerators. The ad specifies that no phone orders are accepted and that the buyer must transport the refrigerator.

c. A hardback copy of the last Harry Potter book sold for $30 at an independent bookstore; but for $25 at the local outlet of a national bookstore chain.

d. Freshman tuition and fees at Penn State-University Park for academic year 2018-2019 was about $18,000 for Pennsylvania residents and $35,000 for out-of-state students (a pricing pattern that is typical of state universities.)

In the simplest terms conflicts that are based in ideas or the “how can we X” realm of thinking are conflicts that can be openly hashed out in a team setting, these can be defined as constructive conflicts. Conversely conflicts that are personal and perhaps behavioral in nature are those that likely need to be addressed privately. A leader can help their team members to air their grievances by creating an environment conducive to open conversation and even constructive conflict. This often means increasing trust in order for individuals to feel comfortable discussing their mistakes and weaknesses (Lencioni 2002, 182) A team that avoids airing grievances is one that is politically driven and more concerned with avoiding any type of conflict as the team does not have a basis in trust across its members. In my personal work experience I attempt to air grievances as close in time as feasible to the event in question. To avoid conflict is to allow things to fester and prevents productive discourse that could help my team work more effectively. The earlier this is addressed the faster we can get to peak efficiency.

In the hypothetical scenario outlined above I would address them as follows. For the team members disagreeing about productivity I would meet with them and the rest of the seven reports in a group setting. I would direct the conversation around accountability and verify that everyone was making headway on their respective projects and that there were no road blocks preventing forward movement. In this way all team members can understand what each person is working on and what barriers might be preventing them from contributing at a level which might otherwise be expected.

For the worker who is expressing their personal political views in the workplace I would meet with this individual privately in a neutral location. I would direct the conversation around how their actions are making others uncomfortable and how political speech goes against the company policies. This is a form of unproductive conflict and needs to stop.

For the go to worker who is taking on every task I would again have a meeting with the entire team in a group setting. I would direct the conversation around prioritization. If they are taking on a lot of projects in order to be challenged and are meeting this challenge that is one thing. If they are failing to complete items they have taken on then we need to see if anyone else is able to pick up the slack or if this can be delegated to a lower level under the purview of the worker taking on every task. This meeting would hopefully identify what projects need to be moved around and generate agreement on what is top priority.

Give your feedback to the discussion above and question to be answered?