In 1962 the Atlantic Cement Company began operating a cement plant outside of Albany, New York. The Company employed over 300 local residents and by 1970 had invested $45 million in the plant. The plant was insured but plant insurance will not cover any damage which is related with environmental and health problem. The insurance company made an agreement with the Cement Company that, if anything goes wrong, insurance company will pay the losses. The plant emitted large amounts of pollution, however, as well as causing constant vibrations and loud noise. Local residents filed suit against the Company, claiming that the loud noise and the vibrations were harming their health and property. The suit asked that the court issue an injunction that would close down the plant until the pollution and vibrations could be eliminated. The Company was already using the best available technology, which meant that the suit was asking that the plant be closed down indefinitely. The court refused to issue the injunction, reasoning that the costs of closing the plant outweighed the benefits to be gained by the residents. Instead of closing the plant, the court ruled that the cement company should pay residents a one—time fee to compensate them for ongoing harms. This fee was calculated to be a fair market price for what the residents would receive if they were inclined and able to rent their property.

Question

1          Was the compensation is justified?

2          Was the decision of the court in this case fair? Explain

3          If you are agree with the judgment of the court so, explain why? If you are not agree with the judgment of the court so, explain why?

4          In your opinion, will you compromise your health and property with the amount of compensation?

5          Who will pay the loss? Cement company or insurance company?

6          Environmental pollution is very harmful, is it acceptable to compromise your surroundings and environment in term of money? Explain

The idea that you as an innovator have important choices has been a running, albeit largely implied, subplot of our journey thus far. Your earlier exercises saw you choose 1 problem out of 10 for you to solve. You also got to choose, if you recall, what skills you would apply to your problem, thereby “co-forming” the problem and the solution.

We trust that your choice-making wasn’t random. Hopefully, a good deal of your process was based upon your understanding of how important the given problems are to you and your awareness of the skills that you can bring to bear on the solution.

Knowing what choices you need to make, as well as when and how, is an important part of being a user innovator. Particularly if user innovation for you is a path to entrepreneurship.

Making choices is at the heart of this specific evolution. Your goal here is to think about diffusion of your innovation, that is, the spread of your innovation in society. As Eric von Hippel describes it, you have a sequence of overarching choices when it comes to diffusion:

– Whether to diffuse your innovation or not;

– If you choose to diffuse, you have a choice to diffuse your innovation via “Peer-to-Peer”, “Via the Market”, or both. Indeed, dual diffusion is possible. In fact, some innovations lend themselves quite well for dual diffusion. Take Google, for example: using Google for search is free, but not free if you want to advertise;

– Then you have a choice to license your innovation or to produce it yourself;

– And if you choose to produce your innovation yourself, you have a choice as to the kind of company you wish to build.

In case some of this sounds new, that’s okay. Just take a look at Modules 4 and 5 again. In Module 4, in particular, Eric distills this choice sequence.

When you’re ready, think about and provide answers to the following questions:

1) Do you choose to diffuse your innovation or not? Why? For the purposes of this exercise, we actually ask you to assume that you are choosing to diffuse your innovation. Otherwise, the remainder of this exercise would be irrelevant for you.

2) Do you plan to diffuse Peer-to-Peer, Via the Market, or both? What is your thinking for why you’re making your choice?

3) If you plan to diffuse Peer-to-Peer, what is important for you to think about in order to increase the chances that your innovation is adopted?

4) Do you wish to license your innovation or to produce it yourself? How do you think about this choice?

5) Ultimately, whether your choice is to distribute Via the Market, or Peer-To-Peer, what kind of venture do you want to build and what is important for you to think about to make that dream a reality?

We very much hope that you enjoy this process of introspection and analysis, and that it leads you closer to being the best user innovator that you can be.

You can innovate.

Write for yourself a simple sentence that describes the difference between Civil Service (Merit System) and Collective Bargaining. Then write a sentence that demonstrates your understanding of the conflicts that can arise between politically appointed executives and the Career Civil Service

1. Describe the role of Unions in modern manufacturing plants. In what ways do Unions protect workers?

2. As a manager, dealing in collective bargaining with Unions, what are three areas which you feel must be negotiated? What would your stance be on those issues?

3. List the steps in a common grievance procedure.

4. How do ethics factor in during negotiations of a collective bargaining agreement?

5. As a supervisor, describe three situation where you would be forced to make an ethical choice. For example, you have two qualified employees, one of whom is 25 years old, single, Caucasian female and the other is a 45-year old African-American male who has more experience. What ethical considerations would you face as a supervisor or potential employer?

Collective Bargaining. SDBC Holdings, Inc., acquired Stella D'oro Biscut Co., a bakery in New York City. At the time, a collective bargaining agreement existed between Stella D'oro and Local 50, Bakery, Confectionary, Tobacco Workers, and Grain Millers International Union. During negotiations to renew the agreement, Stella D'oro allowed Local 50 to examine and take notes on the company's financial statemtn and offered the union an opportunity to make its own copy. Stella D'oro, however, would not give Local 50 a copy. Did Stella D'oro engage in an unfair labor practice. Discuss. [SDBC Holding, Inc. v. National Labor Relations Board, 711 F.3d 281 (2d Cir. 2013)] (See Labor Unions)

Answer in paragraph form:

Strategic entrepreneurship, and the innovations that follow, is recognized as an extremely important leadership activity. Review the opening case: Entrepreneurial Fervor and Innovation Drive Disney’s success. Discuss methods that management can employ to incorporate an entrepreneurial spirit and innovation into organizations.

1) Describe how leadership can achieve employee commitment when developing an organization’s vision that fosters innovation?

2) What kind of metaphors can leaders use to drive innovation in an organization? Site some examples!

Two Scholarly References required.

Discuss the basic steps of the program evaluation. Do you believe that the 2016 State of Evaluation Report by Innovation Network appropriately followed all those steps? Were there any additional steps possibly overlooked by the Innovation Network? Defend your argument with examples.

When preparing capital budgeting analysis for a new project, Chris Johnson, a chief financial officer at BT Industries, faced a dilemma. The project involved a production of new type of shipping containers, which were significantly more durable and had a considerably longer useful life compared to conventional containers used in the industry. The year was 2009, and the equipment necessary for producing the containers was being sold for $750K. Each year, this cost is expected to increase by 30%. The useful life of the equipment and the project is 6 years. Mr. Johnson estimated that during a recovery year, the project will generate net cash flows of $500K per year, while during a recessionary year, the project will lose money, with an expected net cash flow of $-100K per year. Because the economy suffered a significant decline just a year prior, there was uncertainty about the economy in general, and, very much affected by the economy, the demand for shipping and containers. Market analysts predicted that 2010 provide certain information about the likelihood of recovery. At this point, in 2009, the likelihood of 2010 being a recovery year is estimated at 45% and the likelihood of 2010 being a recession year is estimated at 55%. If 2010 is a recovery year, the likelihood that recovery continues in 2011 and all subsequent years is 80%, and the likelihood of these subsequent years being recessionary years is 20%. If recession continues in 2010, the likelihood that 2011 and all subsequent years will be recovery years is 20%, and the likelihood of these subsequent years being recessionary is 80%. In 2011, the market gets resolved, and everyone will know the state of the economy for the foreseeable future with certainty. Since he has not dealt with uncertainty regarding the future state of the economy before, Mr. Johnson is bewildered and asks your help in determining the course of action regarding this opportunity. In particular, should the firm buy the equipment in 2009, 2010, or not buy at all? Mr. Johnson has estimated that the WACC for the company in certain times has been 10%. Assume that the project has no tax implications, i.e. the tax rate of 0%. Also assume that the firm can shut down the project any time at a one-time cost of $50K

. a) What is the NPV of investing into the machine in 2009? __________________ b) What is the NPV (in year 2009) of delaying the investment until 2010? __________________ c) What is the NPV (in year 2009) of delaying the investment until 2011? __________________ d) What strategy with respect to this investment should the firm follow? In other words, when should the firm invest? Explain your answer.