• Prepare a report analyzing what were Google’s key success factors and elements of the new digital context (new communication technologies, new platforms, new consumer habits, the entrepreneurs themselves etc.)

Should there be a new Stage of Life Between Late Adolescence and Early Adulthood?

As you answer this question; be sure to include:

Information - e.g., cultural or socioeconomic - about where, how and why this new stage might be helpful

Criteria that distinguish this new stage from Adolescence

Criteria that distinguish this new stage from Early Adulthood

A name for this new stage

Similar information about why you do not believe a new stage is helpful or necessary

Eaton, Inc., wishes to expand its facilities. The company currently has 5 million shares outstanding and no debt. The stock sells for $29 per share, but the book value per share is $7. Net income is currently $3.2 million. The new facility will cost $45 million, and it will increase net income by $900,000.

a. Assuming a constant price-earnings ratio, what will the effect be of issuing new equity to finance the investment? To answer, calculate the new book value per share, the total new earnings, the new EPS, the new stock price, and the new market-to-book ratio. What is going on here?

b. What would the new net income for the company have to be for the stock price to be unchanged?

Why do you think the Ford-Mazda partnership has been so successful, while many others (including those at the beginning of the case) haven’t been? Case Study - A Successful Partnership at Ford-Mazda. Please anwers the question in minimun 200 words.

Case for Analysis:

A Successful Partnership at Ford-Mazda

While international joint ventures among auto manufacturers make great sense, often they don’t make great profits. For example, for many years, auto giant General Motors bailed out loss-plagued Isuzu, in which at one point it owned a 49 percent stake. The list of cross cultural disappointments goes on: Chrysler-Mitsubishi, Daimler-Chrysler, and Fiat-Nissan have all produced as much rancor as rewards.

Ford-Mazda is the exception. Their marriage has weathered disagreements over specific projects, trade disputes between Japan and the United States, and even allegations by the Big Three that Mazda and other Japanese rivals were dumping minivans in the United States. The alliance, founded when Ford stepped in to rescue the struggling Japanese carmaker in 1979, has stood firm for over 30 years. With Ford owning 11 percent of Mazda, the two companies have cooperated on several new vehicles and exchanged valuable expertise—Ford in international marketing and finance, Mazda in manufacturing and product development.

Ford and Mazda have worked jointly on several auto models; usually Ford would do most of the styling and Mazda would make key engineering contributions. Jointly worked cars include the Ford Escort and Mercury Tracer models, the subcompact Festiva, the sporty Ford Probe and Mercury Capri, and the Tribute and Explorer SUVs. The Ford-aided Mazdas are the MX-6, 323, Protégé, and Navajo. In all, approximately one of every four Ford cars sold in the United States has benefitted from some degree of Mazda involvement everything from manufacturing methods to steering designs whereas two of every five Mazdas has some Ford influence. The Ford-Mazda relationship extends beyond U.S. borders. In 2010, a joint venture between Ford and Mazda in Thailand began producing passenger cars export to several Asian countries. Ford and Mazda can call on some hard-learned principles for managing a successful strategic alliance, many of which would apply to ties in any industry. The secrets to the Ford-Mazda success are

Keep top management involved. The boss must set a tone for the relationship. Otherwise, middle managers will resist ceding partial control of a project to a partner.

Meet often, and often informally. Meetings should be at all levels and should include time for socializing. Trust can’t be built solely around a boardroom table.

Use a matchmaker. A third party can mediate disputes, suggest new ways of approaching the partner, and offer an independent sounding board.

Maintain your independence. Independence helps both parties hone the areas of expertise that made them desirable partners in the first place.

Allow no “sacrifice deals.” Every project must be viable for each partner. Senior management must see that an overall balance is maintained.

Appoint a monitor. Someone must take primary responsibility for monitoring all aspects of the alliance.

Anticipate cultural differences. Differences may be corporate or national. Stay flexible and try to place culturally sensitive executives in key posts.

Underlying these principles is the idea that benign neglect is no basis for a partnership. Or, as Ford president Phillip E. Benton Jr. stated, “There’s a lot of hard work in making it work.”

Can someone show me how to make this javaFx code work?

The submit button should remain disabled until:
● There is text in all three fields.
● The two password fields have the same value.
When Submit is clicked, display an Alert that says “Account
Created!”
When Quit is clicked, display an Alert that asks the user if
they are sure they want to quit. If they click OK, quit the
program with System.exit(0). If they click Cancel, the
program keeps running.

import javafx.application.Application;
import javafx.event.ActionEvent;
import javafx.event.Event;
import javafx.event.EventHandler;
import javafx.fxml.FXMLLoader;
import javafx.geometry.Insets;
import javafx.geometry.Pos;
import javafx.scene.Parent;
import javafx.scene.Scene;
import javafx.scene.control.*;
import javafx.scene.layout.GridPane;
import javafx.scene.layout.HBox;
import javafx.stage.Stage;
import javafx.scene.layout.GridPane;
import javafx.scene.control.Alert.AlertType;

import java.util.Optional;

public class Main extends Application {

    @Override
    public void start(Stage primaryStage) throws Exception {

        Button SubmitHandler = new Button("Submit");
        Button Quit = new Button("Quit");

        Label title = new Label("Create an Account");
        Label label1 = new Label("User Name");
        Label label2 = new Label("Password");
        Label label3 = new Label("Re-enter Password");

        TextField userName = new TextField();
        PasswordField passWord = new PasswordField();
        PasswordField rePassWord = new PasswordField();

        HBox hBox1 = new HBox(title);
        HBox hBox2 = new HBox(51, label1, userName);
        HBox hBox3 = new HBox(60, label2, passWord);
        HBox hBox4 = new HBox(10, label3, rePassWord);
        HBox hBox5 = new HBox(55, SubmitHandler, Quit);

        hBox1.setAlignment(Pos.CENTER);
        hBox2.setAlignment(Pos.BASELINE_RIGHT);
        hBox3.setAlignment(Pos.BASELINE_RIGHT);
        hBox4.setAlignment(Pos.CENTER);
        hBox5.setAlignment(Pos.BASELINE_LEFT);

        hBox1.setPadding(new Insets(10, 10, 10, 10));
        hBox2.setPadding(new Insets(10, 10, 10, 10));
        hBox3.setPadding(new Insets(10, 10, 10, 10));
        hBox4.setPadding(new Insets(10, 10, 10, 10));
        hBox5.setPadding(new Insets(10, 10, 10, 10));

        GridPane gridPane = new GridPane();
        gridPane.add(hBox1, 0, 0);
        gridPane.add(hBox2, 0, 1);
        gridPane.add(hBox3, 0, 2);
        gridPane.add(hBox4, 0, 3);
        gridPane.add(hBox5, 0, 4);


        Parent root = FXMLLoader.load(getClass().getResource("sample.fxml"));
        primaryStage.setTitle("In class 6");
        primaryStage.setScene(new Scene(gridPane));
        primaryStage.show();


    }

    private EventHandler<ActionEvent> QuitHandler = event -> {
        Alert quitAlert = new Alert(AlertType.CONFIRMATION);
        quitAlert.setTitle("");
        quitAlert.getButtonTypes().add(ButtonType.NO);
        quitAlert.setHeaderText("Save Before Quitting?");
        Optional<ButtonType> result = quitAlert.showAndWait();

        if (result.isPresent() && result.get() == ButtonType.OK)
            System.exit(0);
        if (result.isPresent() && result.get() == ButtonType.NO)
            System.exit(0);
    };

    public static void main(String[] args) {
        launch(args);
    }
}

5.   Describe the idea of organizations as political agents and political arenas.

Book - Organizations as Political Arenas and Political Agents Ch11

Here is Ch11 -

please help me to find the answer

Sam Walton started his merchant career in 1945 as proprietor of the second-best variety store in a small rural Arkansas town. From that humble beginning, he built the world’s largest retail chain. With more than 2 million “associates,” Walmart became the world’s largest employer and, for both better and worse, one of the most powerful companies on the globe. More than 90 percent of American households shop at Walmart stores every year, expecting the company to keep its promise of “always low prices” (Fishman, 2006). Walmart’s subtle and pervasive impact is illustrated in a little-known story about deodorant packaging. Deodorant containers used to come packed in cardboard boxes until Walmart decided in the early 1990s that the boxes were wasteful and costly—about a nickel apiece for something consumers would just toss. When Walmart told suppliers to kill the cardboard, the boxes disappeared across the industry. Good for Walmart had to be good enough for everyone. The story is but one of countless examples of the “Walmart effect”—an 217 Reframing Organizations: Artistry, Choice, and Leadership, Sixth Edition. Lee G. Bolman and Terrence E. Deal. 2017 by John Wiley & Sons, Inc. Published 2017 by Jossey-Bass. WEBC11 umbrella term for multiple ways Walmart influences consumers, vendors, employees, communities, and the environment (Fishman, 2006).

Yet, for all its power and success, Walmart has struggled in recent years to cope with an assortment of critics and image problems. The company has been accused of abusing workers, discriminating against women, busting unions, destroying small businesses, damaging the environment, and bribing government officials in Mexico and elsewhere. Circled by enemies, it has mounted major public relations campaigns in defense of its image.

Like all organizations, Walmart is both an arena for internal conflict and a political agent or player operating on a field crammed with other organizations pursuing their own interests. As arenas, organizations house an ongoing interplay of players and agendas. As agents, organizations are powerful tools for achieving the purposes of whoever calls the shots. Walmart’s enormous size and power have made its political maneuvers widely visible; almost everyone has feelings about Walmart, one way or another. The company’s historic penchant for secrecy and its secluded location in Bentonville, Arkansas, have sometimes shielded its internal politics from the spotlight, but tales of political skullduggery still emerge, including a titillating story about a superstar marketing executive who was fired amid rumors of an office romance and conflict with her conservative bosses. The same year also spawned the strange tale of a Walmart techie who claimed he’d been secretly recording the deliberations of the board of directors. Walmart has historically resisted any efforts to unionize its workers, but in the fall of 2012, the company had its first experience with strikes by workers in multiple cities. Ambivalent shoppers told reporters that they sympathized with the workers but still shopped at Walmart because they could not afford to pass up the low prices.

This chapter explores organizations as both arenas and political agents. Viewing organizations as political arenas is a way to reframe many organizational processes. Organization design, for example, can be viewed not as a rational expression of an organization’s goals but as a political embodiment of contending claims. In our discussion of organizations as arenas, we examine the political dimensions of organizational change, contrasting directives from the top with pressures from below. As political agents, organizations operate in complex ecosystems—interdependent networks of organizations engaged in related activities and occupying particular niches. We illustrate several forms that ecosystems can take—business, public policy, business-government, and society. Finally, we look at the dark side of the power wielded by big organizations. We explore the concern that corporate giants represent a growing risk to the world because they are too powerful for anyone to control

ORGANIZATIONS AS ARENAS -

From a political view, “happily ever after” exists only in fairy tales. Today’s winners may quickly become tomorrow’s losers or vice versa. Change and stability are paradoxical: Organizations constantly change and yet never change. As in competitive sports, players come and go, but the game goes on. In the annals of organizational politics, few have illustrated these precepts as well as Ross Johnson, who once made the cover of Time magazine as an emblem of corporate greed and insensitivity. In Barbarians at the Gate, Bryan Burrough and John Helyar (1990) explain how.

MERCOSUR is a free trade block, with current member countries including Argentina, Brazil, Paraguay, and Uruguay. The Bravo Luggage Company is a Latin American firm based in Buenos Aires, Argentina. Bravo has seen a sharp increase in orders over the last few months and needs to increase the amount of material purchased. Currently, the materials used to manufacture Bravo luggage come from suppliers in Paraguay. Bravo managers have been approached by suppliers from Mexico and China who are both offering very competitive prices on materials.

1. Which of the following questions would be most important for Bravo managers to evaluate when determining which supplier to use?

A) How will using non-South American material affect the Bravo brand name?

B) What other MERCOSUR nations sell leather and fabric supplies for luggage?

C) What will be the total cost of materials shipped from Paraguay, Mexico, and China?

D) Are other countries planning to join MERCOSUR in the near future?

2. Which of the following best supports using a supplier from Paraguay over a supplier from Mexico or China?

A) MERCOSUR members agree to use exporters from other MERCOSUR nations.

B) The Mexican supplier is in closer proximity to Bravo than the Chinese supplier.

C) Mexican and Chinese suppliers would pay the same tariff to export to Argentina.

D) Bravo could avoid tariffs because Paraguay is a member of MERCOSUR.

3. Which of the following should be considered when making the decision to use a MERCOSUR supplier or a non-MERCOSUR supplier?

A) Will the additional tariffs charged on non-MERCOSUR supplier offset the cost savings?

B) Do other MERCOSUR nations use outside suppliers?

C) What percentage of tariffs will Argentina receive?

D) How will Bravo managers handle the free trade area?

4. If the material prices from the Chinese and Mexican suppliers are both competitive enough to cover up the additional tariffs, which of the following should be most considered when choosing between the Chinese and Mexican supplier?

A) will Mexico join MERCOSUR in the future?

B) is China a member of the WTO?

C) which supplier requires higher transportation cost?

D) all of the above

Regarding Python and Scripting

1. What SQL clause is used to combine rows from two or more tables, based on a related column in a relational database.

Question options:

2. The highlighted portion of this program output indicates ____________.

Tracks:

(u'Thunderstruck', 20)

(u'My Way', 15)

Question options:

3. In technical descriptions of relational databases, the concept of column is formally referred to as ____________.

Question options:

4. What is wrong with this SELECT statement?

SELECT FirstName LastName

FROM TableName

Question options:

5. What is meant by this error message in the SQL query window:

Cannot insert explicit value for identity column in table 'Tracks'

Question options:

6. What is returned by this SQL SELECT statement?

SELECT LoginID, JobTitle, BirthDate

FROM Employee                                                       

WHERE JobTitle Like '%Engineer%'                   

Question options:

7. An integer that is automatically assigned by the database to link rows from different tables together is referred to as ______________.

Question options:

8. Which of the following conclusions about the table Follows is INCORRECT?

CREATE TABLE Follows

(from_id INTEGER, to_id INTEGER, UNIQUE(from_id, to_id) )

Question options:

1. Erving Goffman's concept of dramaturgy theorizes that when we interact with others we engage in a process of impression management wherein we actively work to present ourselves to others in particular ways. Which of the following are examples of this concept:

John puts on sweatpants to go out on a blind date

Tina rapidly runs a brush through her hair before running into work

James reads up on early Latin American art so as to appear knowledgeable in his class on the subject for the discussion

None of these are examples of impression management

All of these are examples of impression management

2. Andrew Ryan is looking at research on the level of conservatism of individuals (IV) and time spent on vacation (DV). He notices that there is a relationship between the two variables. Specifically, that the more conservative someone is the more time they will spend on vacations and that the less conservative someone is the less time they will spend on vacations. He therefore concludes that how politically conservative someone is causes them to spend more or less time on vacation. What concept is Andrew Ryan illustrating?

Quantitative Research

Research Bias

Inductive Research

Unethical Research

Correlation Does Not Equal Causation

3. W.E.B. Du Bois was famous for his blending of activism and academic research in order to create social justice for blacks in America. However, he recognized that in order to create a real change in social conditions for blacks, that:
Other minorities would need to band together to overthrow the racist government

Blacks would need to engage in a Civil Rights Movement

Other minorities would need to band together to overthrow the racist government

The Constitution would need to be amended Reparations would need to be made to every minority individual

Whites would need to create laws, economic and social conditions to change the situation of Blacks

4. According to Karl Marx:

I. Human history is a history of class struggle

II. All forms of society will have social classes III.

We are most human when we labor for ourselves

IV. Workers are alienated from themselves and each other under capitalism Which of the following options are true?

II and III only

I, II, and III

III and IV only

I, III, and IV

None of the answers are true

Given the importance of food to many cultures and people, we oftentimes fail to see how various cultures can overtly or covertly divulge information about the importance of certain values just by the manner in which items are arranged in a grocery store. For this activity, each student will identify a large grocery store within 5 miles of his/her residence. Please try to identify a large grocery store chain and is a “dominant culture” store (i.e., a Latin specialty version of a large chain would not be appropriate). Each student should plan to spend at least 60 – 120 minutes at the grocery store taking careful observations of the types of people who frequent the store, the types and availability of the products available for purchase, and the ease of finding both dominant culture (American/White culture) and cultural grocery items. After the observation period, the student should write a brief report that answers the following questions: 1. What type of food or products were most plentiful in the store? What types of food or products were difficult to find? 2. What claims were used to promote food items? Did these items emphasize taste, nutritional value, cost or ease of preparation? 3. What were typically the most expensive items in the store? When a wide range of prices exists for the same type of product, what distinguished the lower from the higher priced versions? 4. What type of behavior did you observe on the part of the shoppers? Under what circumstances did shoppers interact with one another? 5. How were meats and poultry labeled and displayed? What efforts were made to distance these products from their original animal forms? 6. What did you observe about the sizes in which different types of products were available? What did these sizes imply about the social settings in which these products will be used? 7. How were foods from various racial/ethnic groups distributed throughout the store? Were some racial/ethnic foods presented as normative whereas others were presented as unusual or exotic? 8. What other observations did you make that informed you about cultural values? What cultural values were evident in the supermarket setting?