write research about a personality traits on entrepreneurial intention. Internal locus of control, need for achievement, risk tolerance, and entrepreneurial alertness are dimensions of personality traits which lead a person to develop the entrepreneurial intention. Effects of these personality traits dimensions on the entrepreneurial intention have been examined in this study.

There are other competitors now in the chip industry. Given that, is Intel able to maintain its strategic edge? What does your research indicate?

Your first job after completing your undergraduate engineering degree is with the Kitchen Shortcuts Company. Shortcuts manufactures microwave ovens and other time-saving kitchen equipment. You are hired into a low-level engineering position. Your first task is to test a series of microwave ovens to determine their defrosting capabilities. You proceed to your lab where you find a few dozen microwave ovens in their boxes waiting for you to start your testing. You notice that virtually every brand of microwave oven is here, including all of Shortcuts’ competitors’ brands.

You unpack all of the microwave ovens and begin your tests. The process is rather slow. So while you are waiting for test items to defrost, you begin to dig through the cabinets in your lab to see what is there. You discover that this used to be the lab where they tested microwave oven doors for radiation permeability (the amount of radiation that could escape through the glass door of microwave ovens). You also find an intriguing little piece of handheld equipment that apparently was used to measure radiation levels. Because you are an engineer, you cannot resist trying it out.

You switch on the meter and point it around the room and out the window. You notice that when you point the meter at some of the microwave ovens, it gives a surprisingly high reading. You turn off all the other microwave ovens and discover that the reading is not a fluke. The ovens in front of you are emitting much higher-than –average levels of radiation. You discover that one of the ovens is from Shortcuts and the other is from Home Helpers, Shortcuts’ arch rival. These microwave ovens are currently the two best-selling ovens on the market, primarily because they are the least expensive. It seems that these bargain ovens may not be as safe as they seem.

You decide to look around a little more. You find the test report that discusses the radiation emissions from all of Shortcuts’ models of microwaves. You learn that only the top of the line and the mid-level microwaves were thoroughly tested. The bargain oven’s results apparently were extrapolated from the test results from the other ovens.

Discuss at least two possibly conflicting obligations you have as an engineer in this case. Can you think of any ways in which you might be able to meet both of these conflicting obligations? Explain how each obligation is met. (Be sure to consider whether there are any other conflicting obligations that these solutions leave unresolved.)

Answer the Following Questions (label each question for each response)

FIRST: Analyze the facts involved in this case:

1. Which facts are not relevant?
2. Which facts are relevant? Of these, which are known and which are unknown?
3. Of the relevant facts, which are the most important (known or unknown)?
4. Of any unknown relevant facts, which will be the most difficult to obtain?

NEXT: Analyze the concepts in this case:

1. Which key concepts are involved in this case that could prove to be relevant ethical issues?
2. Are there any concepts that might lead to disagreements over their definition?
3. If so, how might you go about reaching a consensus on their meaning?

LAST: Discuss at least two possibly conflicting obligations you would have as an engineer in this case. Can you think of any ways in which you might be able to meet both of them?

Contrast product liability (external forces) with whistleblower (internal forces). Which is the better lever to force companies to follow the rules?

Scott Mcnealy and Sun Microsystems

Abstract:

Scott McNealy had been the CEO of Sun Microsystems, a company that he had co-founded in 1984, for 22 years. In April 2006, he announced his decision to step down in favor of Sun's president and COO Jonathan Schwartz.

This case study discusses the various events at Sun under McNealy's leadership. It traces the company's growth from a small startup in the mid 1980s to one of the driving forces behind the internet economy in the 1990s. It also talks about the events that led to Sun's decline in the early 2000s, and McNealy' failure to arrest this decline. The case concludes with a discussion of the leadership change at Sun and whether Schwartz was the right person to give the ailing company a new lease of life.

Questions:

1. Assuming that you were hired as a consultant to the Sun board of directors, describe what should be done with the Sun management team.  Make it clear whether the management team should be changed or whether economic and technological circumstances have caused the problems at Sun, meaning the current management team can still lead Sun to success.

INTRODUCTION

"Scott (McNealy) is kind of like Moses. (He) led the world to the land of milk and honey, but he got left behind."

- Paul Saffo, director, Institute for the Future,1 in 2004.2

"Sun has been a labor of love for me for since 1982 and it has been an honor and privilege to serve as its CEO for the past 22 years. We've helped shape the industry as it is today, and the opportunities before us are immense."2

- Scott McNealy, co-founder, chairman and former CEO of Sun Microsystems, in 2006.3

The End of an ERA

In April 2006, Scott McNealy (McNealy), the co-founder of Sun Microsystems, Inc. (Sun), announced that he would step down as the CEO of Sun in favor of the company's president and Chief Operating Officer (COO) Jonathan Schwartz (Schwartz). This was significant news for the IT industry, as McNealy had been at the helm of Sun for the last 22 years and had steered the company through a series of ups and downs in the industry.

The announcement was made on the same day that Sun announced a loss of $217 million4 for the quarter ended March 31st 2006, (taking the company's cumulative losses since 2002 to a staggering $4.5 billion).

It was not a surprise as Wall Street had been calling for McNealy's resignation since the early 2000s when Sun first went into decline following the bursting of the dotcom and telecom bubbles in 2000 and 2001 respectively. Between fiscal years 2001 and 20055, Sun saw its sales fall 39 percent and its share price plummet from a peak of $64 in mid 2002 to around $4 by 2005. Following the announcement of McNealy's exit, the stock gained 8.6 percent in extended trading and reached its highest level of the year at $5.41 (Refer Exhibit I for Sun's share prices).

McNealy said that the leadership change was a part of the company's succession planning efforts, and that he was looking forward to playing the role of 'chief evangelist' within Sun. However, some analysts felt that that the board had forced McNealy to step down under intense pressure from Wall Street over the company's poor financial performance.

McNealy was to continue as the chairman of Sun's board as well as chairman of the board of Sun Federal, Inc.6 McNealy was as well known in the IT industry for his visionary leadership of Sun in the 1980s and 1990s, as for his witty takes on competitors, especially Microsoft Corp. (Microsoft)...

He was one of the most controversial leaders in the industry, but even his harshest critics could not deny that he played a pivotal role in shaping the future of computing. It was not surprising therefore that when the leadership change at Sun was announced, analysts said it was 'the end of an era'in the history of the IT industry.

Background

McNealy was born on November 13, 1954 in Indiana. His father, William McNealy was vice chairman at American Motors Corp. (AMC).7 As a child, McNealy took an avid interest in the auto industry - an interest encouraged by his father, who often discussed business with the youngster and allowed him to accompany him when he went to play golf with people like Lee A. Iacocca.8

After attending Cranbrook Kingswood School, a preparatory school near Detroit, McNealy was accepted at Harvard University, from where he graduated with a degree in Economics in 1976. He then tried for a place at Stanford Graduate School of Business (Stanford) but was rejected.

While trying for an admission into Stanford, McNealy took up a job as foreman at the Rockwell International Corp. (Ohio), which made body panels for trucks. When he eventually got into Stanford in 1978, he chose to specialize in manufacturing rather than the more popular finance. He was not a dedicated student and later admitted that he spent more time 'goofing off' than in classes.

One of his classmates recalled that McNealy never bothered to attend any class that he did not think would help him get a job. At that point McNealy was not ambitious. Reportedly, his ambition was to start a small machine shop that he could leave to his children, and then, to retire early. After graduating in 1980, he worked in the manufacturing departments of FMC Corp. (which made tanks for the US army) and of minicomputer maker Onyx Systems. In 1982, Vinod Khosla (Khosla), McNealy's classmate at Stanford, asked him to join him, Andy Bechtolsheim (Bechtolsheim) and Bill Joy (Joy) in starting a computer manufacturing unit to make and sell workstations operating on UNIX.

The Golden Years

It was McNealy's dynamism and vision that were largely responsible for Sun's rapid growth in the first two decades of the company's existence. When McNealy first joined Sun, he was in charge of manufacturing, but later became responsible for sales as well. This helped him develop a good understanding of different areas of the business. After McNealy became CEO in 1984, he played an important role in shaping Sun's vision that 'The Network is the Computer'. Sun was committed to developing technologies that would allow computers to connect seamlessly over a network, thus increasing their power tremendously. Networking would allow computing to be provided like a utility, just like electricity and telecommunications..

The Decline

The beginning of the new millennium turned out to be inauspicious for the US economy. The collapse of several dotcom and telecom companies combined with the September 11 terrorist attacks on the US sent the economy into a decline, and one of the worst affected by these adversities was the IT industry...

Conclusion

According to analysts, Sun could have become one of the giants of the IT industry, on par with IBM and Microsoft. Many concepts that had become the standard in the early 2000s, like networking and open source, were first popularized by Sun. But the company took some missteps along the way, which did not allow it to take advantage of its resources. "They've (Sun) always had lots of great things on paper. But when it comes to execution, they're lacking. They always seem to be behind where they need to be" said Gary Feierstein, vice-president for information technology at Premier Inc., a hospital management company.

Question: “The more you focus on the value of your product or service, the less important price becomes.” Discuss that statement based on your understanding of consumer behavior, in particular, the ways that function, experience, cost, meaning, and elements of MINDSPACE influence consumer behavior by enhancing the perception of value. Use examples from class or your own assignment work to support your arguments. (1500 word maximum).

Background: This notice of proposed rulemaking proposes changes to the Confidentiality of Substance Use Disorder Patient Records regulations. These proposals were prompted by the need to continue aligning the regulations with advances in the U.S. health care delivery system, while retaining important privacy protections for individuals seeking treatment for substance use disorders (SUDs). SAMHSA strives to facilitate information exchange for safe and effective substance use disorder care, while addressing the legitimate privacy concerns of patients seeking treatment for a substance use disorder. Within the constraints of the statute, these proposals are also an effort to make the regulations more understandable and less burdensome.

You are a healthcare manager faced with implementing the proposed rules that we read about this week. Assume for this assignment that you do have patients who receive substance use treatment in your facility.

(a) Your concerns about the logistics of implementing the rule at your facility. That is, what specific steps would need to be taken in order to make this data sharing work? Your response to this question should be two to three sentences.

(b) Your thoughts about the legal issues that these changes may cause. List at least three items about legal compliance that you would need to address with your staff. Your response to this question should be at least three sentences.

Choose any two brands of interest. Identify the various related online communities and sites that you think would be interesting to listen in on. Then, go to one of the dashboard websites and create a listening dashboard for the brands you have chosen. Print out your dashboard reports, the stems of conversations, and analytics. What are they talking about? How could you participate? Who is the top influencer? Examples of dashboard websites include: Brand24, Klipfolio, Socialbakers, Dasheroo, Peoplebrowsr, Hootsuite, Tweetdeck, and Seesmic Desktop.

how does starbucks coffee relate to choices- individuals, business, governments, or societies-make about scarcity and incentives?

how do these choices end up determining:
what (what goods and/or services are produced?)
how(factors of production-land, labor, capital, and/or entrepreneurship)
for whom these goods and services are produced?

how does starbucks products relate, effect, and determine these things?

Case Study
C & S Department Store is the second largest clothing and retail store chain in Jamaica. At present, they have 5 clothing and retail stores in all 14 parishes and are planning to expand to 7 stores per parish in the next 3 years. C & S Department Store has a centralized Human Resource Department located at its main office in Kingston. Unfortunately, although the HR processes are managed centrally, there are many HR tasks, policies and procedures that are controlled by the clothing and retail store managers or by the lead parish manger in each parish. Currently, the HR management processes are using Excel spreadsheet to compile reports from various parish Headquarters and stores. This task is being performed by a team of HR executives at its main office in Kingston.
Simone Coram is the Senior HR Manager of C & S Department Store and has discovered various administrative and HR issues with the clothing and retail store sites. Due to high focus on sales revenue and stores profitability, Retail Store Managers have difficulties in managing the stores in the areas of staff attendance, discipline and critical HR practices.
The fundamental emphasis and foundation of C & S Department Store has been centered on always maintaining the highest standards of customer service and for that reason they are in direct contact with customers at each and every Department Store. What sets C & S Department apart is a commitment to exceeding expectations making it one of their unique selling points. Giving excellent customer service is one of the main reasons why their customers choose C & S Department Store and why they keep coming back.
Imperatively, the entity’s strategy is purposed towards employing the ideal candidate for both their part-time and full-time sales associates with the capacity and proficiency to grow and hone their skills for prospective advanced position within the organization. Presently, the store managers for three (3) of C&S Department Store have made the announcement that they plan to retire within the next 18 to 24 month. These three managers have insisted that they will not remain in their position beyond this particular point.
A team of HR internal auditors has conducted a study and identified that there are irregularities in the staff attendance data both at the retail stores and regional offices. Sometimes many of the staff did not sign the attendance register or signed intermittently. During the HR audit, it was discovered that some staff signed the attendance register only at the end of the day. Further, sometimes staff signed the register and then left their post. There was also no mechanism to track the leave data of employees. Employees did not know their exact leave data. At the end of the year it was revealed that some employees have taken excess leave while some employees worked incessantly, creating frustration among staff.
There was also no standardization in the reports between head office, regional offices and the retail stores and this created discrepancies. HR provided a set of excel sheets and paper-based forms to help store managers maintain data. However, many store managers used and made unique formats of reports making it difficult to collate the reports. The data thus collated had to be verified over again and again, as there was a tendency for errors to emerge.
This discrepancy has caused a significant issue in salary. HR and attendance data were used to generate data for payroll. As there were many discrepancies in HR data and reports, this created several salary discrepancies and caused numerous issues among the employees, thus lowering employee satisfaction rate and affecting the employee morale.
Training and communication have become a major issue at C & S Department Store. As the company was growing at a fast pace, training employees on various HR procedures and policies was becoming increasingly difficult. Thus line managers took decisions based on their previous experience or personal insights and created unnecessary hassles that required HR intervention.
The staff turnover in two (2) key departments of Marketing and Accounts was running at 90%. Estimated cost of staff turnover - including overtime, loss of revenue, loss of skills, training time and management time to replace a staff member – is equivalent to approximately $3,000 per position thus costing the business around $500,000 per year.
Human Resource Management focuses on matching the needs of the business with the needs and development of employees and as such you are required to answer the following questions based on the scenario represented above

1. What is Human Resource Management? Explain the functions of the HRM. Based on the scenario, identify five (5) challenges that C&S Department Store faces and propose appropriate HRM solutions to meet the challenges identified.

Mango Electronics Inc. is a Fortune 500 company that develops and markets innovative consumer electronics products. The development process proceeds as follows.

Mango researches new technologies to address unmet market needs. Patents are filed for products that have the requisite market potential. Patents are granted for a period of 10 years starting from the date of issue. After receiving a patent, the patented technologies are then developed into marketable products at 5 independent development centers. Each product is only developed at one center. Each center has all the requisite skills to bring any of the products to market (a center works on one product at a time). On average, Mango files a patent every 8 months (with a standard deviation of 8 months). The average development process lasts 29 months (with a standard deviation of 58 months).

(a) What is the utilization of Mango’s development facilities? (Round your answer to two decimal places.)

The utilization of Mango's development facilities is ___ %?

(b) How long does it take an average technology to go from filing a patent to being launched in the market as a commercial product? (Round your answer to one decimal places.)

The total time is ___ months?

(c) How many years of patent life are left for an average product launched by Mango Electronics? (Round your answer to one decimal places.)

Number of year patient life are left for a product is __ years?

Question 41: From the information given below about Red Diamond Almond factory, calculate the following:                                                                                                                 

• the optimal order size and total annual inventory cost minimum
• # of production runs and the time between runs
• the length of run (run length)
• inventory level maximum

Red Diamond Almond factory makes special almond butter supplied to local stores. It costs $175 every time the factory makes almond butter to set up the production process. The demand at the local stores for this almond butter is 205lbs per day. The factory can make 350lbs of almond butter per day. Annual cost: It costs $12 annually (365 days) to carry a pound of almond butter in a storage area that is refrigerated.

Now that GlaxoSmithKline has decided not to pay its salespeople based on number of prescriptions written, how do you propose they motivate their salespeople? What motivational approaches do you recommend and why do you think they are appropriate?

Question Set

A manufacturing operation must periodically purchase bulk quantities of bolts. The bolts are purchased in boxes of 500 and are consumed at a constant rate. The operation expects to purchase 28,000 boxes over the coming year. Each box costs $140, the annual holding cost per box is $22, and the cost of placing an order is $170 (regardless of the quantity ordered). For the following questions, use the basic economic order quantity model (without quantity discounts).

1. What is the economic order quantity (in boxes)? (2pts)

2. Calculate the annual inventory holding costs based on the average inventory level and annual holding cost per box. (2pts)

3. Calculate the annual inventory ordering costs based on the number of orders expected to be placed during the coming year. (2pts)

4. Create a data table showing the total inventory costs (only) for order quantities varying from 100 to 1050 (use a step size of 50). You must use a data table structure to receive full credit for this problem. (8pts)

5. Create a scatter chart (use the one with markers and smooth lines) showing how total inventory costs are a function of the order quantity. Be sure to label your axes appropriately. (6pts)

Show work and in excel please