Your participation in class has led to your work as a consultant for a local trade union which is preparing for negotiations. They have asked you for a four page memo outlining a union’s basic health care strategy. Since this is hypothetical, the memo should generally address the current trends in health care costs, trends in employer contributions and advice for messaging with their members regarding any changes to coverage and/or contributions. This is an internal memo only designed to give pragmatic advice. It should be cited and documented, and the focus is on practical counsel and solid facts that are of real value in negotiations. You will also provide a brief overview of three different negotiation strategies commonly used by unions and employers.

I need to send my students I am doing distant classes a test How do I do this and have them answer it without the ability for the to keep it or print it out

1. _____________________ describe the degree of concern people have about an ethical issue.

2. When addressing issues of high ________________, managers are more aware of the impact that their decisions have on others, they are more likely to view the decision as an ethical decision and they are more likely to worry about doing the right thing.

3. Due to _______________________, the intentional pollution of a metropolitan water supply would have greater ethical intensity than an incident of insider trading in which a few participants netted less than $10 000.

4. General Motors Holden had announced the company will stop making vehicles by the end of 2017 - ending 65 years of building cars in Australia. The decision means 2,900 people had lost their jobs - 1,600 from the manufacturing plant in South Australia and 1,300 in Victoria. Due to ______________________, this decision produced strong ethical intensity.

5. According to Kohlberg’s model of moral development, people at the _____________ level make decisions that are based on selfish reasons.

6. According to Kohlberg’s model of moral development, people at the _____________ level make decisions that conform to societal expectations.

7. According to Kohlberg’s model of moral development, people at the ______________ level always use internalised ethical principles to solve ethical dilemmas.

8. Doug has a low-paying job for a telecommunications company. Every day when he goes home from work, Doug puts a headset, a stapler or something similar in his lunch box and takes it with him. Doug sees nothing wrong with his behaviour since he feels inadequately paid. In terms of the stages of moral development, Doug is operating at which level?

   1. Conventional

   2. Legally mandated

   3. Pre-conventional

   4. Post-conventional

   5. Internalisation

Explain Three (3) Theories of Leadership in Organisation Behaviours.

1. Behavioural Theories

2. Trait Theories

3. Contingency Theories

4. Attribution Theories

puts these designs into production by locating half its production facilities nearby in Spain, Portugal, and Morocco. It produces only a small quantity of each collection and is willing to experience occasional shortages to preserve an image of exclusivity. Clothes with a longer shelf life, like T-shirts, are outsourced to lower-cost suppliers in Asia and Turkey. With tight control on its manufacturing process, Zara can move more rapidly than any of its competitors and continues to deliver fresh styles to its stores every week. Logistics. Zara distributes all its merchandise, regardless of origin, from Spain. Its distribution process is designed so that the time from receipt of an order to delivery in the store averages 24 hours in Europe and 48 hours in the United States and Asia. Having 50 percent of its production facilities nearby is key to the success of this model. All Zara stores receive new shipments twice a week, and the small quantities of each collection entice consumers not only to return frequently but also to make purchase decisions more quickly. Because of its logistics and inventory policy, while an average shopper in Spain visits a main street store three times a year, shoppers to a Zara store average 17 trips. Some fans know exactly what day new shipments arrive and show up early to be the first in line, keeping the company’s sales strong throughout the year and even during slow economic times. The company also sells more products at full price—85 percent of its merchandise versus the industry average of 60 percent. Customers. Everything revolves around Zara’s customers. The retailer monitors customers’ changing needs, trends, and tastes through daily reports from shop managers about which products and styles have sold and which haven’t. Managers earn as much as 70 percent of their salaries from commission, so they have a strong incentive to stay on top of things. Zara’s designers don’t have to predict what fashion trends will be in the future. They react to customer feedback—good and bad—and if an idea fails, the line is withdrawn immediately. Zara cuts its losses and the impact is minimal due to the small quantities of each style produced. Stores. Zara does not run advertising campaigns. The retailer’s stores, in prestigioushigh-traffic locations around the world, are its key advertising element, featuring stylish and constantly changing window displays. Other retailers spend 3 percent to 4 percent of revenues on big brand-building campaigns, while Zara spends just 0.3 percent. The company has said it would rather use a percentage of revenue to open new stores than to advertise. Zara’s success comes from having complete control over all the parts of its business—design, production, and distribution. Louis Vuitton’s fashion director, Daniel Piette, described the company as “possibly the most innovative and devastating retailer in the world.” It has expanded aggressively throughout Europe as well as into emerging markets such as Asia, the Americas, and the Middle East, making sure it honors local tastes in each region. Zara was a latecomer to the Internet and launched its first online store only in 2011. However, the company now uses its Web site to test the waters before entering potential markets like China, Russia, and Canada with retail storefronts. While Zara has experience record sales as of late, it faces unique challenges ahead, including what to do in the United States, where obesity rates are much higher than in the rest of the world and roomy clothes are preferred to the slim fits and high fashion the company offers. It also needs to decide how to maintain its tight control on manufacturing as it expands throughout the world. Questions 1. Would Zara’s model work for other retailers? Why or why not? 2. What can Zara do to ensure successful growth around the world while maintaining the same level of speed and instant fashion?

Deep Blue Robotics (DBR) is a technology and manufacturing firm located in Australia. DBR specializes in autonomous underwater robots that are used in a variety of research, exploration, and offshore oil operations. Until recently, the company was relatively unknown outside of the marine robotics market.

Last year, DBR entered the international spotlight with two major announcements. A new prototype was shown at an international tradeshow. Industry analysts have claimed it is the most advanced system yet and at least 5 years ahead of the competition. DBR also landed two major contracts with foreign state-run offshore oil operations.

DBR is a small company with a head office housing approximately 40 employees and a manufacturing site with 20 employees approximately 20 kilometers away. All servers, including a web server, an email server, and a file server containing code and design specifications reside in a small server room at the head office. The offices are connected via a virtual private network (VPN) over fiber optic connections.

DBR has daily backups that are taken to a secure site by courier. DBR’s workstations and servers are a mix of Microsoft Windows and Linux operating systems. The workstations run a local virus scanner. A small IT staff of three maintains all the systems and the network.

YOUR ROLE

The chief executive officer (CEO) of DBR has recently been talking to a number of vendors about cybersecurity. DBR’s board has agreed that the organization needs to increase their cybersecurity capabilities, but would like a threat and vulnerability assessment before committing any additional funds. You have been hired as an external security consultant to perform a threat and vulnerability assessment

This case exercise was developed to support the Cybersecurity Student Book.

  

1. Based on the information in this case analysis, what are the types of threats DBR may be facing?
   
2. How would you characterize the capabilities and intent of these threats?
   
3. Which threat poses the most risk?
   
4. How would you approach the vulnerability assessment?
   
5. What would be your suggestions based on the information in the case analysis?

Please answer the following questions in complete sentences.

1. What is a decision?

2. Describe the steps in the managerial decision making process.

Please answer the following questions in complete sentences.

1. What is a goal?

2. What is strategic management? Why is it important to an organization?

company’s personal recommendation service aggregated buying-pattern data to infer who might like which book. Amazon also introduced its revolutionary one-click shopping, which allowed buyers to make purchases effortlessly with a single click. Amazon started to diversify its product line in the late 1990s, first with DVDs and videos and then with consumer electronics, games, toys, software, video games, and gifts. The company continued to expand its product offerings and in 2007 launched Amazon Video On Demand, allowing consumers to rent or purchase films and television shows to watch on their computers or televisions. Later that year, it introduced Amazon MP3, which competed directly with Apple’s iTunes and had participation from all the major music labels. Amazon’s most successful product launch was the Kindle, its branded electronic book reader that delivered hundreds of thousands of books, magazines, blogs, and newspapers in a matter of seconds. As thin as a magazine and light as a paperback, the device has been the company’s best-selling product since 2009. Today, you can find virtually anything you want on Amazon.com. The company has successfully established itself as the biggest online retailer in the world by enabling merchants of all kinds to sell items on the site. In addition to its core business, Amazon also runs an “Associates” program that allows independent sellers and businesses to receive commissions for referring customers to the site in a variety of ways, including direct links and banner ads as well as Amazon Widgets, miniapplications that feature the company’s wide selection of products. Associates can create an Amazon-operated online store easily, with low risk and no additional cost or programming knowledge. Fulfillment by Amazon (FBA) takes care of picking, packing, and shipping the merchant’s products to its customers. One consistent key to Amazon’s success is its willingness to invest in the latest technology to make shopping online faster, easier, and more personally rewarding for its customers and third-party merchants. During peak season in 2012, the company sold approximately 306 items per second, or 26 million items per day. Small wonder that it continually looks for ways to improve delivery. For a $99 annual fee, Amazon Prime provides unlimited free express shipping for millions of items. While free shipping and price cuts are sometimes unpopular with investors, Bezos believes they build customer satisfaction, loyalty, and frequency of purchase orders.In 2013, Amazon.com announced a partnership with the U.S. Postal Service to begin delivering orders on Sundays. Bezos also predicted on 60 Minutes that the company may use drones in the near future to make same-day delivery of lightweight products within short distances of distribution warehouses. (Critics find this unlikely for many reasons, though.) Amazon has also maintained competitive and low prices throughout its product expansion. The company understands how important it is to keep its prices low in order to drive the volume it needs to remain a market leader and expand geographically. Amazon’s practice of selling books at heavily discounted prices, however, has upset some of its channel partners in publishing, as have its attempts to become a publisher in its own right. From the beginning, Bezos has said that even though he started an online bookstore, he eventually wanted to sell everything to everyone through Amazon. com. The company continues to invest significantly in technology, is focused on the long term, and has successfully positioned itself as a technology company with its wide range of Amazon Web Services. This growing collection of infrastructure applications meets the retailing needs of companies of virtually all sizes. Amazon has successfully reinvented itself time and again and created a critical channel for merchants around the world who are able to reach more than 244 million customers worldwide. Questions 1. Why has Amazon succeeded online when so many other companies have failed? 2. Will the Kindle revolutionize the book industry? Why or why not? 3. What’s next for Amazon? Where else can it grow?

Winning at Work: Working Virtually Takes Special Preparations

Advances in social networking, video conferencing, cloud storage, and mobile technology have enabled more and more employees to work virtually. A sizeable percentage of the U.S. workforce telecommutes from home at least part of the time. There are some challenges that can make it difficult for some people to work from home. One concern is that people miss the personal contact and social interaction that come with working in an office. Many people have difficulty creating boundaries between their work and home life. Finally, it takes discipline to work from home since there are no managers or colleagues around to motivate or prompt you to get things done. To work effectively virtually, you should have an effective work area that feels like an office; you should work specific hours and keep to your schedule; you should establish and maintain a morning routine; your family and friends must leave you alone to focus on your work; you should have a list of goals that must be accomplished; you need to maintain communication with your professional network; and take steps to ensure you get the desired level of human interaction. Not everyone is well suited for virtual work so it is important to know your true characteristics and strengths before beginning virtual work.

Discussion Questions/Topics:

• As a manager, what questions would you ask a job applicant to determine if the candidate is a good choice for a position that relies on telecommuting?
• If you have telecommuted for a current or previous job, what actions did you take to help you focus on work? If you have not telecommuted, what actions would you need to take to stay focused on work?
• What can a company do to create a sense of “community” when most or all of the firm’s employees telecommute?

I have one question to get answered - regarding the company TERRACYCLE and its intrepreneurs at the beginning. It is a recycling company.

Prompt: You will be going through a series of meetings with different investors. Your goal is, of course, to get as much money as possible since fundraising is taking a lot of time. At the same time, you do not want to give up your vision of TerraCycle’s development. In preparing for the meetings, you need to have the following point clear.

--> Exit time – when would you be ready to exit, and how would you reduce the uncertainties and risk your investors may perceive?

How have you used the rational decision-making model to make a decision? What was the context? How well did the model work?

Please explain in at least 120 words.

Scott Cohen, an expert on performance management, says: “Performance Management programs represent a lost opportunity for most companies. These systems, if designed and implemented properly, can have a strong positive impact on individual performance and financial results – our studies suggest a possible 20 percent improvement in shareholder value.” Cohen goes on to observe that too many companies use performance management programs merely as “window dressing” rather than to add real value.

One key to having a successful pay-for-performance plan is to have an organizational culture that embraces pay for performance. Such a culture will emphasize goal setting, rating and/or ranking of performance, and performance dialogue between supervisors and subordinates. A performance-based culture places a premium on obtaining desired behaviours and results, recognizes that the organization’s success depends on the employees’ successful performance, lets strategic outcomes and goals drive the work of the organization, and rewards desired performance but not poor performance.

H e w l e t t – P a c k a r d ’ s

P e r f o r m a n c e –B a s e d C u l t u r e

Hewlett-Packard’s, operating in 178 countries and doing business in more than ten languages, is a company with a performance-based culture. Employing more than 140,000 people, Hewlett-Packard is known as a great place to work. Hewlett –Packard values ideas and believes that ideas are best developed in a teamwork culture. “That is why everyone at every level in every function is encouraged to have original ideas to express them, and to share them.” Each employee is valued for the unique skills, experiences, and perspectives that he or she brings to the job and organization.

Hewlett-Packard provides employees “every opportunity to learn, grow, and develop skills to drive the company toward achieving its business goals.” It encourages employees “to develop their work and life skills in order to achieve personal as well as career goals.” Hewlett-Packards encourages employees to plan individual development paths that are discussed with their respective managers. Employees and their managers reach mutual agreement upon the individual development paths. Learning within the context of these development plans is intended to be flexible, fast, and rewarding. Hewlett-Packard pride itself on having an “empowering culture that allows people to make the most of their skills, personality, and career.”

Not only is goal setting an important part of employees’ development plans, but it is also a crucial element in on-the-job performance management. Employees have three sets of goals: threshold, target, and aspiration. Threshold goals represent the minimum acceptable performance. Target goals represent the desired and expected level of performance. Aspirational goals exceed the desired and expected level of performance by a significant amount. Attainment of these goals is evaluated using appropriate criteria.

H e w l e t t –P a c k a r d ’ s

T o t a l R e w a r d s p r o g r a m

Performance management at Hewlett-Packard relies, in part, on a Total Rewards program that encourages employees to contributes ideas and attain a high level of achievement. The Total Rewards program includes six major components: competitive base pay, performance-related pay, comprehensive benefits, stock ownership, work life navigation, and sports and social facilities.

While the Total Rewards program differs from nation to nation and by organizational level, all employees are paid market rates for their locations and have benefits packages that are designed to address needs of the location. For instance, differences occur in benefits plans from country to country because of the different laws and regulations that govern the distribution of benefits. In the United States, for example, the benefits package includes a variety of programs for managing work and life demands (e.g. flexible work hours, flexible work arrangement, and educational assistance, among others), staying healthy (e.g. medical, dental, and vision plans), and protecting employees (e.g. life insurance and disability insurance).

All employees also receive performance –related pay that is linked to their attainment of threshold, target, and aspirational goals. “When aspirational goals are met, employees may exceed their target pay potential. Conversely, when minimal thresholds are not met, no variable payment will be made,” this provides employees the opportunity to share in HP’s success.

Performance-related pay may be one of three types: a company performance bonus, pay for results, or sales incentives. The company performance bonus links individual rewards to HP’s overall success. The pay for results variable incentive links compensation for executives and managers to individual, business organization, and company performance results. Sales incentives link the compensation of sales professionals to the attainment of individual, business organization, and company performance goals.

The ultimate effect of and justification for Hewlett –Packard Total Rewards program is perhaps best captured in its corporate rewards philosophy: “Our philosophy on rewards is simple: We believe that when excellent performance is acknowledged is rewarded, people are more motivated and work smarter.”

Discussion Questions

1. What are the primary characteristics of an organizational culture that strongly supports performance management?

2. How does Hewlett-Packard's organizational culture support its performance-management philosophy?

What are potential complicating factors in using personality testing for employee selection? Please explain in at least 120 words.

1. Which of the following ad types does NOT trigger emotional responses?

a. fear appeals

b. humorous

c. comparative

d. image ads

Which of the following identifies a basic attitude that marketers measure in evaluating ads?

a. attitude toward the line extension

b. attitude toward the market

c. attitude toward the company

d. attitude toward the ad

From a marketing perspective, pricing should be about the

a. profit.

b. company.

c. competition.

d. customer.

Profit maximization occurs when marginal revenue equals

a. marginal profit.

b. marginal sale.

c. marginal cost.

d. cost-plus pricing.

__________ is greater when the item is a luxury good rather than a necessity, when many substitutes are available, or when the purchase is a relatively big one.

a. Promotion sensitivity

b. Price sensitivity

c. Product sensitivity

d. Place sensitivity

The medium price of a product is determined by

a. the customer's willingness to pay.

b. competitors' price ± fudge factor.

c. cost + markup.

d. the product's popularity.