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.

If you believe the punctuated-equilibrium model is true about groups, how can you use this knowledge to help your own group?

Please explain in at least 120 words.

Make a 2 report page:

Refer to your textbook and other scholar literature references that you will indicate, and answer the following project theme:

“Job analysis is so important to HR managers that it has been called the building block of all HRM functions”. Define job analysis and discuss the way it provides support to each of the following HRM practices:

1. Job description, Job specification, and Job design;
2. Employee Selection;
3. Training needs assessment;
4. Performance appraisal;
5. Compensation and Job evaluation;

Inditex's International Strategy Inditex is a Spanish company started more than forty years ago, which owns Zara and other brands. The first Zara store was opened in La Coruña in 1975. The founder of Inditex tends to compare selling fashion to selling fish. A freshly cut garment in the latest colour, like fresh fish, tends to sell quickly at a high price. However, fish caught yesterday must be heavily discounted and may not even sell. Inditex is the world's largest fashion retailer, followed by H&M Hennes and Mauritz of Sweden. Through Inditex's premier brand, Zara, its clothing has dominated Europe and Asia. It operates across ninety-three countries and has a total number of almost 7,300 stores; of which, 2,200 are Zara stores. It employs 162,450 people. It has invested heavily in its warehouses in its home country, to allow clothing to be packed and dispatched at a faster rate. Inditex continues to grow in all its markets, including the UK—where some rivals, such as Next and Marks & Spencer, have found competing difficult. It achieved record financial results for 2016 with net profit of €3.2 billion, on total sales of more than €23 billion. The group also announced plans to give its employees more than €535 million in 201 7, over and above their existing salaries. Inditex's Business Model Most fashion companies have their clothes manufactured in China. This provides low cost manufacturing but at the expense of flexibility. Managing a distant supply chain creates an inherent problem. By the time finished clothes are on route from your supplier, the prevailing fashion may have changed. The clothes you place in your retail store can end up looking decidedly out of fashion. Most clothing retailers are forced to continue with plans they developed more than six months in advance. Their clothes are usually made and sent out to stores via a centrally controlled system. This permits only slight local changes and most stores receive similar stock. At Inditex, every store receives a tailored assortment, right down to the number of T-shirts, delivered twice a week. Just over half the stock will be designed and manufactured less than a month before it hits the store. Prices can vary considerably between countries. Shoppers in Spain, Portugal, and Greece can buy the clothes much as thirty per cent cheaper than elsewhere in Europe or overseas markets such as China or the US. As one director at Inditex put it, “company is global, but we shape everything in a very exclusive way to individualise it and shape the store to the customer's needs.” Part of Inditex's business model is a reliance on communication and collaboration. The store's stock is developed in partnership between designers, country managers based at the brands' HQs, and the local store. This level of collaboration allows everyone to feedback ideas about what customers want and don’t want. The business is configured in a way that allows decisions to be made from the bottom to the top, not just in the stores, but throughout the supply chain. Just over half of Inditex's product is only ever produced in relatively small amounts; even if something is incredibly successful, it will never be reproduced exactly again. Designers find versatile fabrics that can easily work as well in a skirt as a jacket to help facilitate Inditex's flexible approach. Unlike other clothing manufacturers, Inditex does not advertise. Its avoidance of advertising is party driven by its manufacturing model, which relies on constantly changing its garments. This precludes placing advertisements in magazines or billboards which require a lead time of weeks or month. However, website can be updated every day, reflecting real-time changes. Instead, it relies upon smart locations and regularly updating the look of its stores. It is one of the main areas of capital expenditure for Inditex, with 300 to 400 stores a year to renovate. While competing clothing retailers struggled, Inditex reported a ten per cent rise in sales in 2016, after it had invested €1.4 billion in its warehouses, technology, new stores, and online expansion. As part of the decision-making process for the Zara brand managers, for each country monitor computer screens at headquarters filled with sales data and talk to store managers or regional directors by phone. Managers are helped by computer algorithms, developed in partnership with Massachusetts Institute of Technology. The use of computer technology helps Zara to get the right mix of sizes for stores. Although managers are guided by these automatic suggestions, they have autonomy to adjust everything manually, according to local feedback and market knowledge. Over ninety-five per cent of Zara's collections are sold internationally. That said, there are still regional differences. For example, Zara's clothes in Germany tend to be a bit sporty; in Russia, they might wear a pencil skirt with high heels, but in the UK it would be worn with a brogue. At the same time, as different stores around the world are selling similar fashions, Zara stores around the corner from each other might be selling different items of clothing. It's all dictated by their shoppers. Staff at head office can make adjustments for products in as little as three weeks in advance, using production in or close to Europe; primarily Turkey, Spain, and Portugal. At headquarters in Arteixo, there are eleven factories owned by Inditex producing goods for the Zara brand. Inditex's capability lies in skilled jobs, such as cutting out garment pieces, clothing design, and logistics; all of which it keeps in-house. It owns just two or three per cent of its manufacturing capacity. The sewing of fabric pieces is undertaken by more than 100 nearby partner factories that make pieces sent from the Inditex-owned factories into finished clothes. Many have referred to this as 'fast fashion'. Executives at Inditex insists: 'It's not fast, it's more accurate. What's fast is the logistics, and the moment of creation must be close to what customers are saying. To be quick is easy. But that is not our model. Everything we do is trying to think inside the skin of the customer. It's more expensive, but you get more loyalty from the customers and more flexibility, more accuracy. Another of Inditex's capabilities is its distribution system. In Arteixo, all Inditex's factories are linked to its distribution centre by tunnels and a 200-km network of ceiling rails on which 50,000 garments a week from each factory flow around on hangers. Basic items of clothing made in Asia are gathered in Spain, before being sorted for individual stores. The model may be under some pressure since Asia overtook Spain as the biggest source of sales. Routing all its products to a small town in Spain to be sorted, may require changing this to a small town in China. Inditex's Business model appears quite straightforward; which begs the question—why has it not been successfully copied?

Please answer the questions below:

3. How is the international strategy of Inditex related to the business strategy of Zara? Explain.

4. Why is it that no other fashion retailer can match Zara's performance? URGENT

How can a supplier with a lower price end up costing the buyer more than a supplier with a higher price?

Outline a detailed plan to analyze the competitive situation for KMC as a Multi-Business corporation in Kuwait.

What are some ways that an organization can manage the social network to be more innovative? Please explain in at least 130 words.

For each scenarios below "hr strategy: responding to a union organizing drive, assume that the union won and is now bargaining for a contract.

As an HR manager developing a strike contingency plan, what particular concerns should you have in each scenario?

ACME AUTO PARTS Acme Auto Parts is a small nonunion manufacturer of auto parts located in a small town in the South. The work is repetitive and routine. There are no particular skill or educational requirements for the production employees. Acme sells nearly all its parts to the Big Three automakers (Ford, General Motors, and Chrysler) according to the specifications they provide. The highly unionized Big Three have largely outsourced the manufacturing of parts. Many of their traditional parts suppliers have closed their unionized operations in Michigan and opened nonunion plants in the South and in Mexico. The Big Three, however, continue to face competitive cost pressures from the Japanese car companies and therefore are continually trying to wring cost concessions from their suppliers. The parts workers at various companies that are still represented by the United Auto Workers (UAW) face demands for concessions during every contract negotiation. The UAW is therefore trying to organize the nonunion parts factories. You have seen UAW organizers in town trying to contact Acme workers for the past few weeks. This morning you overheard two workers talking about the UAW. THE ZINNIA The Zinnia is a 300-room hotel in the central business district of a major Midwestern metropolitan area. This is a full-service hotel—a hotel providing a wide variety of services including food and beverage facilities and meeting rooms—that caters to individual business travelers, convention attendees, and local businesspeople who need meeting space. The Zinnia emphasizes outstanding service and amenities and is owned by a prominent local real estate magnate, Ms. Lucy Baldercash, who closely monitors the management and financial performance of her diversified properties. Many of this city’s major hotels are unionized, and the Zinnia’s wage rates are equal to the local union wage scale. You feel that while the Zinnia’s employee benefit package is modest compared to what the union has been able to extract from your unionized competitors, it is competitive with other low-skilled occupations in the area—and is particularly generous for the undocumented immigrants that you have quietly hired to fill the dishwashing and room cleaning positions. You also feel that your unionized competitors are saddled with myriad work rules that restrict flexibility. The local union organizes aggressively and isn’t afraid to have public marches and demonstrations in support of its goal of social justice. But you thought your workers were content, and you were astonished to learn this morning that Zinnia workers have been quietly signing authorization cards. You received notice from the NLRB that a petition was filed by the local hotel union requesting an election covering back-of-the-house workers (kitchen, laundry, and room cleaning employees—not front-of-the-house employees like bellhops, bartenders, and waitresses) and that this petition was supported by signed authorization cards from 40 percent of the workers. SCHOOL DISTRICT 273 School District 273 is a medium-sized public school district in a Northeastern state with a comprehensive bargaining law that includes teachers. The bargaining law allows strikes (except for police, firefighters, and prison guards) and also allows unions to be recognized through a card check recognition procedure if the employer does not object. Otherwise a representation election will be conducted when a petition is supported by 30 percent signed authorization cards. No employees in District 273 are represented by a union, though teachers in many neighboring districts are. District 273 receives 75 percent of its funding from the state based on a statewide per-student funding formula; the remainder comes from local property taxes and fees. To balance the state budget, school funding was reduced by 10 percent. School budgets are also being squeezed by rising health care costs. And teachers are frustrated by the state’s emphasis on standardized test scores; they feel they are losing control over educational standards and curriculum. A grassroots unionization effort started among some teachers at the district’s high school near the beginning of the school year. It is now the middle of the school year, and the leaders of this grassroots effort—which they are now calling the District 273 Teacher’s Association—claim to have signed authorization cards from 70 percent of the teachers, including large numbers at all the district’s schools. They have asked the school board to voluntarily recognize their union and schedule bargaining sessions to hear their concerns and negotiate a contract that preserves teachers’ input into the educational process. WOODVILLE HEALTHCARE Woodville HealthCare is a for-profit health care provider formed through the merger of several networks of physicians. It operates 50 managed care clinics and employs 400 doctors in the West. The merger has resulted in a Page 228major restructuring of operations. Several clinics have been closed, and a number of new operating guidelines have been implemented. Doctors are now required to see more patients; specialty medical procedures and nongeneric prescriptions must be approved by the medical authorization department; and expensive procedures can negatively affect a doctor’s salary. Some doctors contacted a national doctors’ union that is affiliated with one of the largest U.S. unions, and an organizing drive was launched. After a petition was filed with the NLRB, Woodville filed objections and argued that the doctors were supervisors and therefore excluded from the NLRA. The NLRB eventually ruled that 100 of the doctors had supervisory responsibilities, but that 300 were nonmanagerial doctors. Woodville then spent $300,000 (plus staff time) on an antiunion campaign leading up to last week’s election for the 300 nonmanagerial doctors. The election results were 142 voting in favor of the union, 128 against. This is a slim seven-vote margin, and you have until tomorrow to decide whether to appeal the results of the election by filing objections with the NLRB. Several days before the election, the union’s website reported salary figures for Woodville’s top executives that were grossly inflated. You have also investigated several allegations of inappropriate union campaigning on the day of the election but have uncovered only weak evidence. Your attorney predicts that there is a 20 percent chance an appeal would succeed.

A monumental factor behind Disney's success is the company's acquisition strategies. Compose a brief analysis describing (i) the company's approach to successfully completing acquisitions, (ii) why you believe this approach has been fruitful in the past, and (iii) the influences you think the company's past acquisition strategies will have on future strategies.

What roles do vision, mission, and strategy play in the development of a Balanced Scorecard? Explain in at least 130 words.

1. Define an information system, and list the components of the information system above?

2. Can you make a functional decomposition to the information system above, and why?

3. Where is the automation boundary, and what part of the system is in and what part is out the automation?

Read the narrative below for the City Healthcare Management System, and develop a CLASS DIAGRAM with the following requirements: 1. List the attributes in each class (it is not given in the narrative), 2. For each class identify the key attribute, 3. Link the classes by drawing the associations between the classes, 4. For each association write the minimum and maximum multiplicity. Normally, one or many doctors, one or many nurse, and admin employees work in the clinic. The clinic has one or many reception desks, and each reception has one or many receptionist working on patient records. The clinic has one or many patients registered, and each patient has one and only one file. The receptionist can prepare zero or many patients files. The nurse can checkup zero or many patients in the checkup room, and each checkup room has two or more nurse working. The clinic has two or many waiting area, for the patients. The doctor can investigate zero or many patients, and a patient can visit one or many doctors. The doctor can request zero or many test for a patient, or transfer zero or many patients to the hospital. The hospital has one or many inpatient wards, one or many patients can be admitted in a ward, and each ward has one or many beds.

what do employers seek when they are looking for groupings of collective skills and knowledge