legal and cultural considerations for human resources for an international firm in India when hiring top level management using the
Hofstedes Cultural dimensions

Identify a warehouse that you encounter in daily life, and describe the products, facilities and the material handling machines being served/used.

•       Suppose the manager wants you to help improve the warehouse operation efficiency, what do you suggest?
•       If you finally decided to reallocate the warehouse layout, what information do you need the manager to gather?

Fast-fashion giant Zara is equipping its stores to also ship online purchases, betting that the move will boost sales of full-priced items that can be delivered to customers more quickly than from a warehouse. The rollout encompasses around 2,000 stores in 48 countries, including the U.S., making it one of the largest-scale attempts by an apparel company to repurpose downtown shops to help fulfill online orders.

Zara’s efforts are part of a broader push among retailers to rethink how they can better use their network of brick-and-mortar stores to compete with Amazon, whose dominance in the retail industry has depressed profits and set new standards for speed of delivery. While some have considered traditional retailers’ vast store networks costly and antiquated, industry executives are increasingly equipping them to fulfill online orders to quicken delivery times, cut delivery costs and lift sales. “There has been a trend lately to think of a store as a liability,” an industry expert said. “It’s an asset—but you need to learn to use it correctly.”

Traditionally, retailers shipped items from warehouses to downtown locations writes The Wall Street Journal (Aug. 1, 2018). (But warehouses on the outskirts of cities are not as close to consumers as stores are). As online shopping grew, many retailers created inventory lines specifically for internet orders. Retail companies including Zara have been working to merge their inventory for online and in-store purchases rather than keeping separate stocks, to minimize lost and discounted sales. ship-from-store initiatives are one pillar of efforts by Zara and others to tackle the far bigger problem of mismanaged inventory, which, by one estimate, cost retailers nearly $1.4 trillion in lost sales in 2017. While shipping online orders from downtown stores can lower delivery costs, some retailers have struggled to make it profitable because they lack the technology to track in-store and in-warehouse inventory accurately.

Classroom discussion questions:

1. How are brick and mortar retail stores an asset?
2. Describe the inventory problems that firms like Zara are facing. (I need short answer 5-6 sentences)

How does peopod’s strategy differ from amazon?

Process Capability MKS Inc., produces meter sticks that have a target length of 100 centimeters with upper and lower specification limits of 100.05 and 99.95 centimeters respectively. Their existing process produces meter sticks with an average length of 99.97 centimeters and a standard deviation of 0.015 centimeters. They are considering the purchase of a new machine that can hold a process output average exactly to target with a standard deviation of 0.02. Which machine will provide better process capability and why? (Show all your work in order to receive the full credit.) 1. Calculate capability index for the old machine. (8 points) 2. Calculate capability index for the new machine. (8 points) 3. Compare capabilities, decide which is better, and explain why. (4 points)

Research has shown that although the largest firms in the world also tend to be the world’s largest exporters, export intensity is not positively correlated with the size of a firm. Explore the reasons for this. Then pick two industries. Discuss the levels of export intensity you would expect to find in the two industries. Explain your reasoning and compare differences across the industries.  

Building an Organization Capable of Proficient Strategy Execution: Three Key Actions.(1.staffing the organization 2. acquiring, developing and strengthening the resources and capabilities required for good strategy execution 3. Structuring the organization and work effort)

Start a discussion thread, explain how the three Key Actions need to work together for proficient strategy execution.

A- It's possible that the contradicting factors may have happened because of how the Leadership Award was awarded. Looking at the outside of the business, they do have impressive numbers with Minorities and Women, as they have a high percentage of Leadership roles in the company. The EEOC would look at individuals in the business like they did in this case.

B- Companies need to understand that people will always age and the people in their leadership positions will continue. L'Oreal needs to look at how time changes, but also keep their older customers. I think they could still do television advertisement as the Older generation doesn't using social media as much compared to the newer generation.

1. (Managing Diversity in Org. Discussion )

Think about your current or former job. If the organization where you were working were to go off track strategically, was there any readily available control mechanism to alert management of the deviation? Make sure to complete the Chapter 15 Reading, prior to beginning your participation in the Unit 5 Discussion.

What conflicts, political differences, philosophies, and ethical dilemmas come into play as people talk about the ACA and America’s health care needs? What is different or similar about those discussions today compared to when they were first raised during the Obama administration? Who benefits and loses from changes to health care?

Can you solve it for me plz?

‘Lakeside Manufacturing’ is a boating company that specializes in sailboats for sailing schools and Jules Paulson is the owner of the company. His lead foreman and second in command is Kevin Hill. There are a small core group of 15 employees who are fulltime and experienced in their trade and sailing. Unfortunately, over the summertime, the permanent employees like to take their vacation so they can go sailing. ‘Lakeside Manufacturing’ makes sure that at any given time over the summertime period, only 25% of the permanent staff are away at any given time so that 75% are still doing their usual jobs. This has worked to some extent; however, there are times the company feels short staffed.

Last year, Kevin had an idea that over the summer, they could hire some seasonal workers to do the work of those who are away. Kevin spoke to Jules and said that maybe they could hire students from the local university during the summer to do some of the tasks. Part of the requirement was that they either should have some boating experience or be able to know some of the woodworking or electrical work. Summer last year, it did not work so well because the students started and were randomly placed to fill gaps among the teams where the full-time employees were away on vacation. There were some challenges and tensions that would arise because the students were not as skilled at the work that the experienced employees were. Added to that, the students would have headphones on while working, taking texting moments or take breaks when they felt like and had a different perspective and attitude about the work. This annoyed some of the older experienced workers.

This year, Kevin thought that he would hire 10 students over the summer but instead of having them integrate into the work that was being done by the older more senior workers, he thought that it might be better to have all the 10 students in one team and separate from the experienced workers who were there and somewhat annoyed by the behaviour of the students. Kevin trained the students and was their liaison so that any questions or problems would be answered by him. A number of the students came back from last year so that the training was not too difficult. He also outlined what they needed to do and was less rigid on breaks and how the work was done, except that things had to be completed with care, quality and on time.

As the summer went on, the students got very good at their tasks because they were good with technology and also knew that if they would finish early, they could have free time. A healthy rivalry and competition started to emerge between the experienced workers and the students. It was productive and things were working out…for a while. Eventually, the student employees would say how fast they could work, and the older employees were slower. It was also not uncommon for the students to head over to where the older employees were working and make comments, which started to make the more experienced employees annoyed. The organization started to see two camps of employees instead of everyone working together.

Now, instead of everyone working together and feeling like they were part of ‘Lakeside Manufacturing’, both sides were either making fun of the other side or hiding tools and supplies from the other side so it would slow the other side down. It was starting to get out of hand and the owner, Jules Paulson, called Kevin Hill in to his office and said that he thinks that it might be better to not have the two sides and it might be better to just break both sides up and reassign the teams so they were all working together. Kevin thought that this might not be a good idea because he was pretty sure most, if not all, of the students would quit. Kevin has called you for your advice and thoughts on how to resolve this situation.

a) Apply some concepts from the course to explain what is going on at ‘Lakeside Manufacturing

b) Take a position on if the teams should be broken up or not and explain why

c) Based on your answer in (b) what do you recommend helping improve the situation

Discuss the following in your main post:

• Thinking about your favorite company, compile a list of at least 3 competitors within the same industry.
• What organizational changes have the companies made in the last 5 years? What do you believe prompted those changes?
• In looking back at the changes the companies made, what do you believe would have happened if the employees had resisted the change?
• What steps should a company take to minimize the risk of resistance to change by the employees?

Explain in detail : Compare and contrast evolutionary and revolutionary change. Give at least one example of each type of change in an organization. Uese examples from researching case studies using the internet.

Note: The answer should be in minimum 15 lines.

Please Use your keyboard (Don't use handwriting)

MGT 201

I need new and unique answers, please. (Use your own words, don't copy and paste)

From the real national market, select any company of your choice, wishing to go global. Critically analyze the chosen company based on the following questions.

Questions:

1. What variables need to be considered while developing a list of potential countries?   
2. Describe the four steps a firm should take when it is considering going global.                  
3. Discuss at least three challenges that a company may face in the early period of expansion.
4. Describe the three main categories of market entry strategies.

What is your opinion on corporate scandals and the role ethics plays? (1-2 page response)