You are manager of the human resource department at a large company. You will meet a group of new employees. You want to develop a PowerPoint presentation that describes your company’s corporate ethics code on privacy that addresses both employee privacy and the privacy of customers and users of the corporate Web site. There are a vast number of examples you can access on existing corporate Web sites to use as models (note: using them as models to create your own presentation; do not copy them!). Develop a PowerPoint presentation that must contain at least 15 slides. Your presentation must include the following topics:

1. Have a proper title and your name
2. Define privacy in common sense.
3. Explain the relationship between protection of privacy and corporate business well-being.
4. Explain employee email privacy and employer monitoring of Web surfing in the company.
5. Explain corporate use of information about employees’ off-the-job behavior (e.g., lifestyle, marital arrangements, social networking, and so forth).
6. Describe how to protect and use corporate data – employees, customers, suppliers, and business partners.

Despite all the significant benefits that arise of the practice of marketing, it remains a human activity. Marketing has flaws which have been highly publicised in recent times. " Despite the social criticisms of marketing that Hungry Lion should be cognisant of." Your answer should include the impact of those criticisms on the operations of Hungry Lion. 25 ma

The Continent’s Progressive QSR Player

Stellenbosch-based fast food specialist Hungry Lion has found ideal footing for expansion over the coming years, owed to optimised operations and an admirable outlook

Writer: Jonathan Dyble | Project Manager: Josh Hyland

MARKETING MANAGEMENT

Adrian Basson is a self-described Afro-optimistic. “There’s no hiding from the fact that there are a lot of challenges in Africa, but retail is a promising sector when it comes to facilitating opportunities, creating employment and generally building a business that can have a widespread impact,” he says.

“When you reach a remote town with an empty plot, the local people don’t often have much. But as we’ve built new stores and helped to launch new shopping centres, we’ve been able to not only witness, but also facilitate the construction of new, thriving ecosystems. We’re proud to be a business that contributes to the success of these societies – I guess you could say we’re a capitalist business with a socialist outlook.”

Basson, now CEO, became part of the Hungry Lion story in 2001 and has seen the company come a long way over the past two decades to be the responsible, esteemed organisation it is today.

Having opened its first restaurant in South Africa in 1997, the business today proudly operates a network constituting over 200 stores across South Africa, Lesotho, Swaziland, Botswana, Namibia, Zambia and Angola, with over 4,000 Hungry Lion employees. Looking at the bigger picture, however, such statistics only touch the surface of what the brand is bringing to the region.

“In many ways I like to think that our product is an afterthought in what we’re looking to achieve,” explains Basson. “Yes, serving bigger portions, more chips and more smiles is key to our operations, but it’s just one part of our overriding goal – providing joy to our employees, customers and local communities through food, served with passion.”

This ethos is relatively new to the firm, becoming more of a core focus during the company’s major rebranding process that kickstarted in 2014. Having originally been part of the Shoprite Group, Africa’s largest food supermarket chain, Hungry Lion is now a totally independent company in its own right with a unique brand and character.

“In the beginning, we weren’t really building a brand,” reveals Basson. “We purely sold chicken and chips at an affordable price on a somewhat ad-hoc basis. However, we eventually found ourselves with 100-plus stores, and with the economic challenges that came around in 2008/09, we realised that stores without a brand, a story, and an experience would fail to deliver in the long term. It was a case of changing with the times and we invested a lot into the design of our stores, our product quality and consistency, together with the development of the brand itself.”

Since transitioning from being a business-centric to a customer-centric brand, Hungry Lion has reaped the rewards with the business undergoing stratospheric growth over the past few years.

Adding a modern twist

Moving in this re-energised direction, strategy changes quickly followed for Hungry Lion, evidence of which can be found in the firm’s increasing use and the implementation of revolutionary technologies.

Fast forward to today, the company now benefits from artificial intelligence, automated system checks, cloud computing and live dashboards – technologies which serve multiple purposes in the way of driving the business forward. This together with an always connected workforce, makes executing operationally so much more efficient.

“I’ve always had a connection with technology,” Basson reveals. “I used to work in the technology division of Compaq in London and also formerly as the Chief Digital Officer of Shoprite for a period. We live in an era where we can augment the people with technology to do the repetitive stuff, so that they can focus on the more human touches.”

In a space where most others in the fast food industry are franchised and owner-managed, Hungry Lion is unique in the African landscape, with almost all stores being fully-owned and managed from its Head Office. This is where automated systems and clever use of technology comes to the forefront in managing the business over vast distances and across borders.

“With technology comes data and with data comes insight,” Basson continues. “Using our systems, we’re able to see the performance of each of our stores in real time, have an overview of customer experience, and execute plans to fix problems at speed and scale. These capabilities would never have been possible if we didn’t have the right technologies in place.” With full visibility of information comes accountability, since everyone can see what needs to be done and if it was done. Transparency is a crucial merit of these technologies, a cultural trait of Hungry Lion that is accentuated in other ways.

Basson adds: “We have a network of area, country and regional managers who act as an extension of our Head office in Stellenbosch. Head office employees pay regular visits to different regions to keep a finger on the pulse of local operations. Our area and country managers, in turn, come to Head Office regularly for updates to business processes, training, and meetings. This constant exposure in both directions ensures that best practises are shared and implemented to all stores quickly.”

Prosperous career planning

Combined with both these expansive technologies and a transparent, remodelled structure, Hungry Lion recognises that its staff are key to achieving the firm’s ongoing ambitions.

To this end, the company ensures that it provides extensive benefits to its employees, bolstering its position as an employer of choice and equally its talent retention capabilities.

Such initiatives include the introduction of E-learning materials in five languages and the company’s live in-house training platform from LessonDesk, a comprehensive new employee assistance programme, access to affordable healthcare for employees and more specialised and tailored training programmes.

What’s more, Hungry Lion has a strong focus on career planning, testament to its culture of internal promotion.

“Typically speaking, joining a fast food business as the lowest level of employee, the pay isn’t fantastic and it’s not uncommon for these workers to have bigger aspirations,” explains Basson. “What we’ve realised is you can either listen to and facilitate these ambitions, or your workers will leave and look for opportunities elsewhere. We like to pursue the former, providing clear career paths for our inspirational and aspirational workers. From cashiers to controllers to junior managers to regional managers, and so on, this personal growth structure is in place at Hungry Lion.”

A core part of the company’s ethos, providing key opportunities to reward loyalty and ambition, Hungry Lion offers not just a job but an all-encompassing opportunity to build a prosperous career.

A sound, responsible outlook

Such a humble and grounded approach is not only applied internally, but equally externally through a number of corporate social responsibility initiatives.

These are built around Hungry Lion’s three-pillar CSR strategy, with the organisation contributing towards hunger alleviation, championing change in local communities and promoting skills development.

Between February and March of this year alone, for example, the company provided food for the attendees of a seminar addressing the issue of domestic violence, pupils of an underprivileged primary school during a field trip and fire fighters in the Western Cape, while also supporting a Soweto children’s home and a local police station’s cricket tournament for rural schools.

“It’s an element to our business that we take pride in,” reveals Basson. “We like to show that we care for our communities, customers and especially our employees and their families. There’s a lot of need in Africa from a poverty standpoint and being in the food business we’re able to help local communities in addressing such issues. I wouldn’t say we have a set agenda – ad hoc opportunities arise, and we react accordingly in each of the locations that we’re based, helping to give people a sense of purpose and promote skills of local communities.”

Asked about a particular such initiative that springs to mind, Basson is quick to highlight the company’s efforts in supporting the Zambian people during a cholera outbreak at the beginning of 2017.

He continues: “We immediately lowered the prices of our food, ensuring people could get nutritious, safe and affordable food, we donated money to the government that was used to help with the clean-up process. We even provided sanitation kits to our staff, helping them clean their own living environments to ensure their family’s health.”

Having developed a culture that is firmly centred around providing benefit to all people, whether it’s supporting local communities or providing unrivalled, progressive career opportunities, Hungry Lion’s outlook is unique and admirable.

Opportunity is a word that is creating an atmosphere of excitement within the company at the moment, with continued expansion firmly on the table for Hungry Lion after experiencing double digit percent organic growth over the past two years.

“We’ve set 20 new stores as a benchmark, but realistically this is a ball-park figure on the conservative side,” reveals Basson. “If we can open 50 stores then we’ll do it – if we find a good site where we can profitably trade, we will open. There aren’t any specific limitations.”

New systems and optimised procedures in place, last year’s corporate action, focus on organic growth, and consolidation allowed Hungry Lion to not only transition into independence, but equally provided the platform for the company to gear up for full throttle expansion over the coming years.

“We’re realistic at the same time,” Basson continues. “We understand that we cannot conquer the whole continent in 2019 or 2020, but the plan is to grow as fast as possible. Africa has around 1.2 billon people but in the next three decades this number will double. Further, there are 54 countries across Africa, countries that we know we’ll have a good chance of being able to expand into, whether it be through franchises, joint ventures, or other kinds of partnerships. The opportunities are immense, and I feel our business is a prime example as to why it’s a great time to be investing on the continent right now. I just hope that others will come and join us in the fun!”

You are the Human Resource Manager of a busy branch and have stopped to talk to one of the clerks in the office to see what progress he is making. He complains bitterly that he is not learning anything. He gets only routine work to do and it is the same routine. He has not even been given the chance to swap jobs with someone else. You have picked up the same message from others in the office. You discuss the situation with Jean Howe the recently appointed supervisor. She appears to be very busy and harassed. When confronted with your observations she says that she is fed up with the job. She is worked off her feet, comes early, goes late, takes work home and gets criticized behind her back by incompetent clerks.

You are required to write an essay

a). to state what is going wrong

b). give recommendations as to what you will do.

One advantage of using leasing companies for human resource management is that _____.

it eliminates the need for strategic planning

employers can hire permanent employees

employees can receive better benefits than a small company can offer

it exempts employers from following EEOC regulations

Which of the following statements is true about recruiting diversity?

An organization that advertises job openings for individuals with “Christian values” employees would be considered unbiased

Affirmative Action Plans include hiring goals for protected classes that the employer must try to meet with its recruiting efforts.

Employee brand should not be represented in recruiting materials.

Organizations are given quotas by the EEOC that they are mandated by law to achieve in hiring people from protected classes.

1. Discuss why it is important for human resource management systems to be in sync with an organization's strategy and goals with each other.

2. Discuss why training and development are ongoing activities for all organizations.

Answer single spaced - 1 good paragraph each response. If you  have any questions about your grades so far please email. Thank you and stay healthy. Prof. Patterson

Imagine that you are in the following real life situation. You are working in the human resources department of a company. You are conducting a study of gender equity in the workplace. You find that the company employs more men than women and that men are on average paid more than women at the company. However, you also find that women are paid more than men with the same job title. Do you think that the firm is discriminating based on gender? What steps would you take to address any possible biases?

Please Use your keyboard (Don't use handwriting) Thank you..

Courses Name: Introduction to Anatomy and Physiology BIOL102

yeeees .. For HUMAN CIRCULATORY SYSTEM

please re-write my answer by (Use your own words, don't copy and paste)

Q) Choose any system of the human body and prepare a response to the following questions in 1-2 pages:

1. Introduction(Explain the system with the components)
2. Body(Explain how the system relates to achieve homeostasis in human body)
3. Conclusion( Choose any disease common in KSA and explain how and which part of the system is affected)

***Please i need 500 words ..

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

_____________

please re-write my answer by (Use your own words, don't copy and paste)

My answer

HUMAN CIRCULATORY SYSTEM

Human circulatory system is responsible for flow of blood , nutrients , oxygen and other gases , hormones and drugs to and from cells . It consist of heart , blood , lungs, arteries , veins , capillary , coronary and portal vessels.

Heart: It is a muscular organ and is located behind and slightly left of breast bone of rib cage . It contains four Chambers , two atria and two ventricles. It pumps blood through the network of arteries and veins called the cardiovascular system.

Lungs: pulmonary arteries carry deoxygenated blood to the lungs , where carbon dioxide is released and oxygen picked up during respiration.

Veins: They carry deoxygenated blood from all parts of body to heart .

Arteries: They carry oxygenated blood from heart to all parts of body.

Portal vessels: carry blood from gastrointestinal tract , gall bladder , pancreas and spleen to liver.

Coronary vessels: coronary arteries supply oxygenated blood to the heart muscle . Coronary veins drain deoxygenated blood from it.

Capillary : They carry blood between arterioles and venules.

Blood: It is a body fluid that delivers necessary substances such as nutrients and oxygen to cells and transport metabolic waste away from cells.

Parasympathetic and sympathetic system control heart rate . Through these system body reacts to it's internal and external environments to change heart rate and maintain homeostasis .For instance take the case , when a person starts to exercise , body stops parasympathetic stimulation of heart , so the rate can increase , bring more oxygen and nutrients to muscles. As the exercise rate increases sympathetic system begin sending signals to the heart to raise rate even more. As a measure of maintaining homoeostasis increased rate of waste products are removed.

Respiratory diseases are one of the major diseases found in the inhabitants of Saudi Arabia. Asthma, lung cancer , tuberculosis ,chronic obstructive pulmonary disease are prevalent. Cardio vascular diseases like hyper tension and fluctuation in blood pressure are also prevalent.

The human lungs can function satisfactorily up to a limit where the pressure difference between the outside and inside of the lungs is 1/19 of an atmosphere. If a diver uses a snorkel for breathing, how far below the water can she swim? Assume the diver is in salt water whose density is 1044 kg/m3.

In economics, an externality is an effect from one activity which has consequences for another activity but is not reflected in prices or costs. Provide an example of an activity you are aware of that has resulted in an external cost to the environment and/or human health.  

Bonus: Explain how you would address the external cost you have identified.