SCENARIO:

Eva Melon, the CEO and majority shareholder of OuterSpace Corp. (OSC) (incorporated in Delaware) founded the company to develop the technology needed to make commercial space flights available to the average citizen. She believed that space could be made available for colonization and that the energy and resources needed to sustain life in outer space could be harvested from other planets, such as Mars. Eva spent most of her substantial fortune investing in renewable energy and philanthropic endeavors aimed at making life more comfortable through technological breakthroughs. Because Eva’s mother was from the United States and Eva’s father was from France, she held citizenship in both countries. She frequently traveled back and forth operating OSC from her homes in both countries.

Eva’s most recent project for OSC involved the design and construction of a space vehicle. While Eva had initially planned on manufacturing the vehicle in the United States, she projected that she could save approximately $10 million dollars by manufacturing the vehicle in China. However, she wanted to launch the vehicle from a spaceport either in Russia or the United States. Several test flights were slated on the project’s schedule for the years 2020 and 2021 which included a standard flight into low earth orbit, a docking with the international space station, and finally, a trip to Mars for natural resource sample collection. If successful in all the test flights, OSC planned on launching short commercial trips to space for individuals in 2023 and “colonization” flights to Mars some time thereafter.

To help secure funding for the research and development of the project, OSC also developed and produced solar panels for sale to the public, which were very similar to the ones that they would be using on their space vehicles for energy while in space. The panels were highly successful not only because of their technological brilliance, but also thanks to the public’s fascination with Eva, who was portrayed in the media as the “architect of the future.” OSC’s solar panels dominated the solar panel market, effectively shutting down other solar panel companies both domestically and abroad. Upset by the shift in the market, a competing foreign company, SolarX, filed a suit against OSC in federal court for violations of Section 1 of the Sherman Act.

Undeterred, OSC entered into agreement with a Chinese company to begin the manufacture of the space vehicle. However, upon learning of the agreement, the United States government immediately notified OSC that they were in violation of the U.S. Department of State’s International Traffic in Arms Regulation laws and that OSC must cease all transfer of technology and data related to the manufacturing of the vehicle. Concurrently, the Chinese government, in learning of the agreement and realizing the benefit of the technology to its national government, seized control of the manufacturing facility. OSC immediately filed suit in the United States against the manufacturing facility and Chinese government. It also brought an injunction against the U.S. government to prevent the enforcement of any federal regulation prohibiting OSC from using the Chinese company to manufacture space vehicles.

Knowing how long the lawsuits would take and wanting to stay on schedule, OSC opened a manufacturing facility in France to continue the construction of the space vehicle through a wholly-owned subsidiary of OSC (rather than an outside company).

The publicity surrounding OSC’s struggle to get its vehicle built and operational was overwhelmingly in support of OSC. As a result, OSC hinted at solidifying its decision to launch the vehicle from the United States, at a spaceport which it would build in Texas, for use in all its testing operations.

ETHICS QUESTION:

1. In 5-10 sentences, answer the following question. Assume OSC grants an exclusive interview to a 24-hour news channel about the economic status of the company hours after the seizure of the manufacturing facility in China. Chen Li is the marketing director for OSC and is assigned to the interview. Li does not know if the news station yet knows about the seizure, but knows he will be asked about the financial state of the company. He confirms that the confiscation has actually cost the company millions, which will impact the company's finances significantly but has been told by Eva "not to spook investors because we will recover." When asked by the interviewer, "Where is the company financially today, and what can we expect in terms of company growth over the next year?" Li responds, "OSC's management is as strong as ever and we expect revenues to climb in the future." Li never mentions the losses incurred by the seizure. Is this an ethical answer and should Li have disclosed the company's losses? Is corporate marketing "spin" an ethical business practice?

Using Michael Porter's Five Forces Model as a framework, analyze Dell's competitive landscape.

1. On the subject of the Industry Life Cycle as it relates to business ethics: do you see any ethical risks when a Company is transiting through he growth stage of this theory? Answer the question and list at least two risks or present two arguments why you disagree that risks do not exist at all.

Compile a strategy recommendation for an HR Director to be used for southwest airlines company-wide decisions. Include the following information in your report:

• An executive summary of the HR strategy project
• An analysis of current strategies and issues
• Identify the type of strategy Southwest Airlines is following.
• Identify 3 HRM implications for Southwest Airlines.
• Develop and justify business strategies for each of the 3 HRM implications.
• Determine an HR strategy.

What is the most challenging strategic planning area? Why?

Does Dell have organizational capabilities that foster rapid adaptation? Explain.

How does a person become a leader?

where do our values come from and Why do we care about what we care about?

What is the value of disagreement and opposition?

I would appreciate if you guys could answer all of the above,

thank you in advance!

Explain the concept of “global talent acquisition.” How does it differ from domestic talent acquisition? What is the “War for Talent” and what are some of the strategies that companies have used to compete for talent in the global labor market? What are some of the key factors that should be considered in creating a global staffing plan? Specifically, how are competency models used in creating global staffing plans and what are some examples of basic competencies for a global HR professional. Discuss the four approaches to global staffing. What are some advantages and disadvantages of each approach? Finally, how is the staffing pattern likely to change over time in the foreign subsidiary of a multinational enterprise?

Problem #2

PERT Analysis: The following represents a project with four activities. All times are in weeks.

According to the data in the above Table:

What is the critical path?

What is the minimum expected completion time for the project?

According to the above Table, there are four activities in the project. Assume the normal distribution is appropriate to use to determine the probability of finishing by a particular time. If you wished to find the probability of finishing the project in 20 weeks or fewer, it would be necessary to find the variance and then the standard deviation to be used with the normal distribution. What is the probability of completing this project in 20 weeks or fewer?

Description: In April 2020, the Toyota-backed startup Pony.ai has teamed up with the online Asian ecommerce site Yamibuy3 to delivery packages and groceries in Irvine, California due to Covid-19. Read the news story published by Bloomberg4 and visit the Pony.ai website5 to acquire background information. You may explore more information from other pieces of news and video clips. Now assumed that customers purchased groceries in the online website, they would like to use Pony.ai app for a home delivery. You are asked to develop diagrams to capture the main features of such autonomous delivery service. Remember, online shopping and checkout are not integral part of your application, but only autonomous delivery service (PonyPilot6 ). Tasks: Develop the following diagrams to capture the autonomous delivery service. You may make any assumptions as necessary since the PonyPilot app is not readily available to everyone (invitation only). 1. Use case diagram (focus on delivery service) 2. Sequence diagram (focus on delivery service) 3. ERD diagram to store necessary data (focus on delivery service)

Choose any country except the United States, and your native country (if different from the United States). Describe the culture of this country in detail. What are some key cultural aspects of which a U.S. expatriate on assignment in this country should be aware? What aspects of this country’s culture could cause culture shock for a U.S. expatriate? What advice would you give to someone who was preparing for a long-term assignment in this culture? Finally, would you want to spend an extended amount of time as an expatriate in this country? Why or why not? Support your assessment.

Murray, the longtime lab director in the R&D (research and development) department, has announced his retirement. Marianne, the head of R&D for three years, has received great advice from Murray on every topic she has asked him about. Murray is a modest man, but she suspects that he knows more about their department than the rest of the group put together. They meet in his office to talk about ways Murray can document his knowledge so that it doesn’t “walk out the door” with him when he retires. Murray shows Marianne dozens of binders and several file cabinet field with one of a kind documents that predate the use of personal computer and electronic file. He suggests that he spend the rest of his time labeling everything and putting together a list of what he has. Marianne has a different idea. She appreciates Murray’s interest in preserving the past, but she believes it is essential to capture his perspective on the new technologies,

new products, and new processes that have been implemented over the years. She wants to put together an ad hoc committee to work with Murray. she asks him to meet with her in two days to talk about the committee and what can be accomplished before Murray retires.

1. Why does Marianne want to preserve Murray’s perspective on the changes he has been part of?

2. How can Murray and the committee accomplish Marianne’s goals?

Under this definition, what are Dell's core competencies? How can Dell exploit these competencies to gain or maintain a sustainable competitive advantage?