identify the social issues that have changed urban planning from a study of architectural and engineering outputs to a study of human needs and the planning response.

What is Human Rights and should we measure it by the culture metrics? Does Humanitarian Intervention work? (½-1p.) See also Heywood's chapter

In Human Resources, qualitative and quantitative evaluation measures are used often. How might you use this data from a workforce planning perspective?

The Belmont Report, ( the ethical basis for human subject guidelines used at many colleges and universities). Summarize with 200 words.or as close to 200 words

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

What are the economic and human costs of White-Collar crime? How are the costs different from street crimes?

Please answer in 300 words.

Strategic Human Resources – Assignment Sheet 2
Case Study:
In the past, the decision criteria for mergers and acquisitions were typically based on considerations such as the strategic fit of the merged organizations, financial criteria, and operational criteria. Mergers and acquisitions were often conducted without much regard for the human resource issues that would be faced when the organizations were joined. As a result, several undesirable effects on the organizations’ human resources commonly occurred. Nonetheless, competitive conditions favor mergers and acquisitions and they remain a frequent occurrence. Examples of mergers among some of the largest companies include the following: Honeywell and Allied Signal, British Petroleum and Amoco, Exxon and Mobil, Lockheed and Martin, Boeing and McDonnell Douglas, SBC and Pacific Telesis, America Online and Time Warner, Burlington Northern and Santa Fe, Union Pacific and Southern Pacific, Daimler-Benz and Chrysler, Ford and Volvo, and Bank of America and Nations Bank.
Layoffs often accompany mergers or acquisitions, particularly if the two organizations are from the same industry. In addition to layoffs related to redundancies, top managers of acquiring firms may terminate some competent employees because they do not fit in with the new culture of the merged organization or because their loyalty to the new management may be suspect. The desire for a good fit with the cultural objectives of the new organization and loyalty are understandable. However, the depletion of the stock of human resources deserves serious consideration, just as with physical resources. Unfortunately, the way that mergers and acquisitions have been carried out has often conveyed a lack of concern for human resources.
A sense of this disregard is revealed in the following observation:
Post combination integration strategies vary in tactics, some resemble to “marriage & love’ but in reality, collaborative mergers are much more hostile in implementing forceful decision and financial takeovers. Yet, as a cursory scan of virtually any newspaper or popular business magazine readily reveals, the simple fact is that the latter are much more common than the former.
The cumulative effects of these developments often cause employee morale and loyalty to decline, and feelings of betrayal may develop. Nonetheless, such adverse consequences are not inevitable. A few companies, such as Cisco Systems, which has made over 50 acquisitions (https://www.cisco.com/c/en/us/about/corporate-strategy-office/acquisitions/acquisitions-list-years.html), are very adept in handling the human resource issues associated with these actions. An example of one of Cisco’s practices is illustrative. At Cisco Systems, no one from an acquired firm is laid off without the personal approval of Cisco’s CEO as well as the CEO of the firm that was acquired.

QUESTIONS:

1. Interview someone who has been through a merger or acquisition. Find out how they felt as an employee. Determine how they and their coworkers were affected. Ask about the effects on productivity, loyalty, and morale. Find out what human resource practices were used and obtain their evaluations of what was helpful or harmful.

Post-Laboratory Questions 1. Determine the % yield of aspirin. 2. Compare the melting point of the crude and the recrystallized aspirin with the theoretical melting point. a) Determine the % error b) Did the recrystallization process achieve any purification effect? c) Should the melting point of the recrystallized aspirin be higher or lower than that of the crude aspirin? 3. Discuss the FeCb test for impure and recrystallized aspirin. 4. 2.52 g of salicylic acids are reacted with 9.87 g of acetic anhydride. a) What mass of aspirin can be maximally produced? b) What mass is left of the excess reactant? c) If in the reaction above only 1.23 g of aspirin is obtained, what is the percent yield?

Select all of the following processes or events that INCREASE during untreated or poorly managed diabetic ketoacidosis.

options: