Martin, the director of HR at Austin Designs, is meeting with the career development team. The firm's CEO has decided that the company needs to invest the time and effort into improving the direction and development phases of the current career development program; however, development funds are limited. The CEO and most of the executive management team are self-made professionals who believe strongly in individual responsibility. The organizational structure of Austin Designs is very flat. The company has a wide variety of jobs but few levels of high responsibility. Feedback from employees suggests that they don't know when promotional opportunities are available. 1. Answer the following questions: A. What would be best directional tool for addressing the employees' complaint? Justify your answer.

1. Identify someone involved in procurement at an organization and indicate there position and the nature of the business. Students need to email me for approval giving the person’s position as it relates to procurement as well as the nature of the business (it is fine to maintain confidentiality).

2. Briefly present the nature of business at the organization.

3. Indicate the structure & process of procurements.

4. Conduct the interview indicating the length of time for the interview.

5. Determine relevant aspects of procurement according to what you have learned in lectures and from the two textbooks. (You should address key topics particularly as they relate to Project Procurement. (Insure in your report the sections of the interview related to course procurement topics).

6. Provide a critique of what is positive and negative about the results of the interview. 7. Submit the project assignment according to the announcement in made in class.

8. The paper should be 3-5 pages (single spaced).

To: Kelley M&A Analysis Team

From: Thomas Mays, Senior Vice President of The Hoosier Bank

Subject: Big Merger On Walnut Street?

Mr. Isiah Knight, President and CEO of The Hoosier Bank is very concerned about a recent change in banking regulation coming from the state of Indiana. Banks in most metro areas of Indiana have previously been protected from outside competition by a law requiring banks to only operate in their hometowns’ metro areas. That law has just been repealed and local banks are now expecting to see smaller banks in each metro area acquired by gigantic global banks. Larger banks in each metro area are expected to be safe from acquisition threats because global banks would face higher regulatory scrutiny from both the State of Indiana and the Department of Justice (DOJ).

We are considering acquiring one of the banks smaller than us in the Bloomington metropolitan area local market. Mr. Knight wants to move faster than the global banks, and stay unchallenged by the Department of Justice. He believes Kirkwood Savings Bank would make a good target. Mr. Knight will call it ‘a merger of equals’ and say the proposed merger is good for local Bloomington business. Do you foresee any legal ramifications or challenges from the DOJ with the proposed merger? Below is a deposit market share table of the 8 banks in Bloomington.

SCENARIO:

Eva Melon, the CEO and majority shareholder of OuterSpace Corp. (OSC) (incorporated in Delaware) founded the company to develop the technology needed to make commercial space flights available to the average citizen. She believed that space could be made available for colonization and that the energy and resources needed to sustain life in outer space could be harvested from other planets, such as Mars. Eva spent most of her substantial fortune investing in renewable energy and philanthropic endeavors aimed at making life more comfortable through technological breakthroughs. Because Eva’s mother was from the United States and Eva’s father was from France, she held citizenship in both countries. She frequently traveled back and forth operating OSC from her homes in both countries.

Eva’s most recent project for OSC involved the design and construction of a space vehicle. While Eva had initially planned on manufacturing the vehicle in the United States, she projected that she could save approximately $10 million dollars by manufacturing the vehicle in China. However, she wanted to launch the vehicle from a spaceport either in Russia or the United States. Several test flights were slated on the project’s schedule for the years 2020 and 2021 which included a standard flight into low earth orbit, a docking with the international space station, and finally, a trip to Mars for natural resource sample collection. If successful in all the test flights, OSC planned on launching short commercial trips to space for individuals in 2023 and “colonization” flights to Mars some time thereafter.

To help secure funding for the research and development of the project, OSC also developed and produced solar panels for sale to the public, which were very similar to the ones that they would be using on their space vehicles for energy while in space. The panels were highly successful not only because of their technological brilliance, but also thanks to the public’s fascination with Eva, who was portrayed in the media as the “architect of the future.” OSC’s solar panels dominated the solar panel market, effectively shutting down other solar panel companies both domestically and abroad. Upset by the shift in the market, a competing foreign company, SolarX, filed a suit against OSC in federal court for violations of Section 1 of the Sherman Act.

Undeterred, OSC entered into agreement with a Chinese company to begin the manufacture of the space vehicle. However, upon learning of the agreement, the United States government immediately notified OSC that they were in violation of the U.S. Department of State’s International Traffic in Arms Regulation laws and that OSC must cease all transfer of technology and data related to the manufacturing of the vehicle. Concurrently, the Chinese government, in learning of the agreement and realizing the benefit of the technology to its national government, seized control of the manufacturing facility. OSC immediately filed suit in the United States against the manufacturing facility and Chinese government. It also brought an injunction against the U.S. government to prevent the enforcement of any federal regulation prohibiting OSC from using the Chinese company to manufacture space vehicles.

Knowing how long the lawsuits would take and wanting to stay on schedule, OSC opened a manufacturing facility in France to continue the construction of the space vehicle through a wholly-owned subsidiary of OSC (rather than an outside company).

The publicity surrounding OSC’s struggle to get its vehicle built and operational was overwhelmingly in support of OSC. As a result, OSC hinted at solidifying its decision to launch the vehicle from the United States, at a spaceport which it would build in Texas, for use in all its testing operations.

ETHICS QUESTION:

1. In 5-10 sentences, answer the following question. Assume OSC grants an exclusive interview to a 24-hour news channel about the economic status of the company hours after the seizure of the manufacturing facility in China. Chen Li is the marketing director for OSC and is assigned to the interview. Li does not know if the news station yet knows about the seizure, but knows he will be asked about the financial state of the company. He confirms that the confiscation has actually cost the company millions, which will impact the company's finances significantly but has been told by Eva "not to spook investors because we will recover." When asked by the interviewer, "Where is the company financially today, and what can we expect in terms of company growth over the next year?" Li responds, "OSC's management is as strong as ever and we expect revenues to climb in the future." Li never mentions the losses incurred by the seizure. Is this an ethical answer and should Li have disclosed the company's losses? Is corporate marketing "spin" an ethical business practice?

Gleason & Co. is a mid-sized construction company located in London, Ontario. Four weeks ago, the company was awarded a $2,000,000 federal government contract to renovate a secondary school. Gleason & Co. currently employs 195 employees already working to maximum capacity, so Management has decided to create a department that will be solely responsible for the federal government contract. This will mean a company expansion with 30 new employees joining the organization. You have been given the task of leading the hiring team for the new division.   

There have been many changes in the field of HR since the company last expanded, and Management has expressed concerns that some of the people assigned to your team are not as knowledgeable about Recruitment and Selection as they should be. Management has requested that you begin by educating your team members in the most up-to-date Recruitment and Selection methods.

1. You have decided to use a Situational Interview (SI) format in interviewing the job applicants.

a) Explain the nature and importance of a SI to your team.

b) One of the company’s core competencies is “Teamwork”. Develop a SI question (including a dilemma) that could be used in an interview to test for this competency.

c) Develop a scoring guide that could be used to score the above SI question.

2. Traditionally, Gleason & Co. used an unstructured interview approach, combined with pure judgmental decision making. You want your team to use structured interviews. Develop a short (max. one page) communication addressed to the managers and explain to them the differences, advantages, and disadvantages of their past approach and the structured approach. Focus on a few (3-4) most important components of structured interviews and explain in detail how they contribute to the employment interview structure.

Following is a partially completed balance sheet for Hoeman Inc. at December 31, 2020, together with comparative data for the year ended December 31, 2019. From the statement of cash flows for the year ended December 31, 2020, you determine the following:

• Net income for the year ended December 31, 2020, was $96,500.
• Dividends paid during the year ended December 31, 2020, were $66,000.
• Accounts receivable decreased $12,500 during the year ended December 31, 2020.
• The cost of new buildings acquired during 2020 was $129,000.
• No buildings were disposed of during 2020.
• The land account was not affected by any transactions during the year, but the fair value of the land at December 31, 2020, was $191,000.

Required:

1. Complete the December 31, 2020, balance sheet. (Hint: Long-term debt is the last number to compute to make the balance sheet balance.)
2. Prepare a statement of cash flows for the year ended December 31, 2020, using the indirect method.

Prepare a statement of cash flows for the year ended December 31, 2020, using the indirect method. (Amounts to be deducted should be indicated by a minus sign.)

Complete the December 31, 2020, balance sheet. (Hint: Long-term debt is the last number to compute to make the balance sheet balance.)

QUESTION 2

Liyala Sdn Bhd is a successful family-run business. The board of directors is led by the founder of the company, Liyala who is both chairman and CEO. The other board members, a finance director and two non-executive directors, are also Liyala’s brother and daughter. The members of Liyala family own all the share capital of the company.The company does not have a company secretary, and its auditors are a local firm of accountants in the town where Liyala has its head office.

Liyala is proud of his entrepreneurial success. He has been prepared to take big risks with the company’s strategy in order to grow the business and, when necessary, he has been willing to cancel the annual dividend to shareholders to spend money on investment or to accept temporary decline in profits for the sake of longer-term success. He is aware that the company does not have a good reputation as an employer, but he believes that the company exists for the benefit of the Liyala family and employees should be grateful to have their jobs.

Liyala wants to retire in a few years’ time. He would like his daughter to take over the running of the company, but he would also like to take the company public. He is aware that the governance of the company have to undergo substantial change for this to happen, but he does not want to retire until all changes have been made and the company’s shares are being traded on Bursa Malaysia.

Required

a / Explain how the board’s attitude to its shareholders and other stakeholders will need to change if Liyala Sdn Bhd goes public ?

b / Giving your reasons, identify the main aspects of governance that the board of Liyala Sdn Bhd will have to consider before the companies goes public, and suggest changes that will have to be made?

Blossom Inc. presented the following data:

As of January 1, 2020, there were no dividends in arrears. On December 31, 2020, Blossom declared and paid the preferred dividend for 2020.

1) Calculate earnings per share for the year ended December 31, 2020

2) Assume that Blossom did not declare or pay a preferred dividend in 2020.

Calculate earnings per share for the year ended December 31, 2020

3) Assume that as at January 1, 2020, Blossom had two years of dividends in arrears, and that on December 31, 2020, Blossom declared and paid the dividends in arrears and the preferred dividend for 2020.

Calculate earnings per share for the year ended December 31, 2020.

4) Assume that the preferred shares are non-cumulative, and that the preferred dividend was paid in 2020.

Calculate earnings per share for the year ended December 31, 2020.

5) Assume that the preferred shares are non-cumulative, and that Blossom did not declare or pay a preferred dividend in 2020.

Calculate earnings per share for the year ended December 31, 2020.

. As a License Practical Nurse Student .Identify potential Interview questions and how to conduct your self in an interview.

Type up several questions and responses that you may be asked in an interview. Add questions that you might ask in an interview and their relevance to the job you are seeking.

The starting salaries of individuals with an MBA degree are normally distributed with a mean of $90,000 and a standard deviation of $20,000. Suppose we randomly select 16 of these individuals with an MBA degree. What is the probability that the average starting salary for these individuals is at least $85,800?

1. 0.7995
2. 0.9131
3. 0.2005
4. -0.2611