CHAPTER 13 CASE STUDY        

GOLD STAR SHOES LTD.

Absenteeism at Gold Star Shoes

Another busy day for Jane Reynolds, special assistant to the human resource manager. Pat Lim, the general manager of marketing (who has also assumed responsibility for the human resource function), had sent yet another memo to Jane (see below).

Memorandum Gold Star Shoes

To:	Jane Reynolds
From:	Pat Lim
Re:	Absenteeism Case/Absenteeism Policy
Dear Jane:
As you are aware, we’re having trouble with absenteeism at the plant. Could you look into the following grievance involving Glenda Feltham, discuss it with the union, and see if we can resolve it?
Also, the problem is much deeper than simply a single grievance. Please review the relevant part of the collective agreement and the absenteeism policy that we developed some years ago with the union. Meet with the union and see if we can put together a more proactive policy.
Don’t hesitate to contact me if you need my assistance.
Regards,
Pat

First things first. Jane decided that resolving the Feltham grievance was her first priority. While she recognized the importance of developing a good attendance policy, that would take some time. At 11 a.m., Jane met with the employee, Glenda Feltham, and her union steward, Shaun Robberman. The facts of the Feltham grievance are reported below.

THE FELTHAM GRIEVANCE

Ms. Glenda Feltham, 32 years of age, has worked at Gold Star Shoes for six years. During the past year, as a result of family and health problems, she was absent or late on a number of occasions. The collective agreement between Gold Star Shoes and the union does not specifically address the issue of absence from work; it merely states that “no employee may be given a written reprimand or written warning, or be suspended, demoted, or dismissed unless the employer has just cause.”

The absenteeism policy at Gold Star Shoes, which was developed several years ago as a joint effort between union and management, requires the application of progressive discipline for offences involving tardiness or absenteeism. The policy also provides for “wiping the slate clean” if an employee’s attendance is satisfactory for a one-year period. Both union and management acknowledge that, at times over the years, the policy has not been strictly enforced. However, four months ago, Gold Star management notified the union that it would strictly enforce the policy.

A review of Glenda Feltham’s file showed that she has received the following disciplinary penalties:

• Fourteen months ago—oral warning for being 22 minutes late.
• Nine months ago—written warning for being absent for two days. Glenda failed to call in sick or provide any explanation for her absence upon returning to work.
• Seven months ago—one-day suspension for being 1 hour and 14 minutes late.
• Six months ago—five-day suspension for being absent for one day. Again, Glenda failed to call in sick or explain the reason for her absence.

It appeared that the five-day suspension had alerted Glenda to the fact that unexplained absenteeism and lateness are not acceptable behaviours at Gold Star Shoes. After this suspension, Glenda was not late or absent for almost six months. However, one week ago, Glenda failed to show up at work or call in sick. When her supervisor called Glenda’s home, no one answered. The next day, Glenda called in sick, but was reportedly seen that afternoon entering a local fitness club. The following day, Glenda showed up for work, met with her supervisor, and explained that her absence was due to the fact that her boyfriend of six years had told her he was moving out of their apartment and ending their relationship. She said that she was so upset she couldn’t face coming to work or trying to explain her absence over the telephone.

Question 1

Assume the role of management representatives (Jane Reynolds’ perspective) or union representatives (Shaun Robberman’s perspective). Using the information given and researching findings, negotiate a resolution to the Glenda Feltham grievance.

THE POLICY ON ABSENTEEISM

Prior to meeting with the union to address the development of a new policy on absenteeism, Jane reviewed the absence records for the plant. She found that, on average, employees missed about 7.9 days a year. A recent consulting report for the industry indicated that the absence rate for the industry as a whole was 6.7 days a year. Jane realized that the number of absences varied among individuals, but still she was troubled by the high absenteeism rate at the Gold Star plant. A review of the absenteeism policy indicated that the policy was very short and had not been updated in several years. The policy read as follows:

1.         The need for managing absenteeism is recognized by both the employer and union. While some absence from work is unavoidable, management is concerned that an employee absence creates more work for other employees. Management also believes that it is important to acknowledge both healthy and sick employees.

2.         In instances of absenteeism or lateness, the employer will apply principles of progressive discipline. If an employee is able to maintain a satisfactory attendance record for one year, all previous disciplinary infractions relating to attendance issues will be removed from the employee’s file.

3.         Management has the right to discipline employees for “excessive absenteeism.” In the event that an employee will be late for work or absent from work, the employee is required to make a reasonable effort to contact the employer and indicate that he or she will be late or not present at work. Upon returning to work, the employee is required to provide an explanation for his or her lateness or absence. Depending on the circumstances, the employee may be asked to provide a doctor’s note in support of the explanation.

Question 2

Develop a new policy on absenteeism. Sources on the Internet may be extremely helpful in developing an absenteeism policy.

Data Set 3 --Buena School District Bus Data
Bus Number	Maintenance	Age	Miles	Type	Bus-Mfg	Passenger
X1	X2	X3	X4	X5	X6	X7
135	329	7	853	Diesel	Bluebird	55 Passenger
200	505	10	822	Diesel	Bluebird	55 Passenger
40	466	10	865	Gasoline	Bluebird	55 Passenger
387	422	8	869	Gasoline	Bluebird	55 Passenger
326	433	9	848	Diesel	Bluebird	55 Passenger
861	474	10	845	Gasoline	Bluebird	55 Passenger
122	558	10	885	Gasoline	Bluebird	55 Passenger
887	357	8	760	Diesel	Bluebird	6 Passenger
686	329	3	741	Diesel	Bluebird	55 Passenger
490	497	10	859	Gasoline	Bluebird	55 Passenger
464	355	3	806	Gasoline	Bluebird	55 Passenger
875	489	9	858	Diesel	Bluebird	55 Passenger
883	436	2	785	Gasoline	Bluebird	55 Passenger
57	455	7	828	Diesel	Bluebird	55 Passenger
482	514	11	980	Gasoline	Bluebird	55 Passenger
704	503	8	857	Diesel	Bluebird	55 Passenger
731	432	6	819	Diesel	Bluebird	42 Passenger
75	478	6	821	Diesel	Bluebird	55 Passenger
600	493	10	1008	Diesel	Bluebird	55 Passenger
358	461	6	849	Diesel	Bluebird	55 Passenger
692	469	8	812	Diesel	Bluebird	55 Passenger
43	439	9	832	Gasoline	Bluebird	55 Passenger
500	369	5	842	Gasoline	Bluebird	55 Passenger
279	390	2	792	Diesel	Bluebird	55 Passenger
884	381	9	882	Diesel	Bluebird	55 Passenger
977	501	7	874	Diesel	Bluebird	55 Passenger
725	392	5	774	Diesel	Bluebird	55 Passenger
982	441	1	823	Diesel	Bluebird	55 Passenger
39	411	6	804	Gasoline	Bluebird	55 Passenger
418	504	9	842	Diesel	Bluebird	55 Passenger
984	392	8	851	Diesel	Bluebird	55 Passenger
953	423	10	835	Diesel	Bluebird	55 Passenger
507	410	7	866	Diesel	Bluebird	55 Passenger
540	529	4	846	Gasoline	Bluebird	55 Passenger
695	477	2	802	Diesel	Bluebird	55 Passenger
321	450	6	856	Diesel	Bluebird	6 Passenger
918	390	5	799	Diesel	Bluebird	55 Passenger
101	424	4	827	Diesel	Bluebird	55 Passenger
714	433	7	817	Diesel	Bluebird	42 Passenger
768	494	7	815	Diesel	Bluebird	42 Passenger
29	396	6	784	Gasoline	Bluebird	55 Passenger
554	458	4	817	Diesel	Bluebird	14 Passenger
699	475	9	816	Gasoline	Bluebird	55 Passenger
954	476	10	827	Diesel	Bluebird	42 Passenger
660	337	6	819	Gasoline	Bluebird	55 Passenger
520	492	10	836	Diesel	Bluebird	55 Passenger
814	426	4	757	Diesel	Bluebird	55 Passenger
120	503	10	883	Diesel	Keiser	42 Passenger
427	359	7	751	Gasoline	Keiser	55 Passenger
759	546	8	870	Diesel	Keiser	55 Passenger
10	427	5	780	Gasoline	Keiser	14 Passenger
880	474	9	857	Gasoline	Keiser	55 Passenger
481	382	3	818	Gasoline	Keiser	6 Passenger
370	459	8	826	Gasoline	Keiser	55 Passenger
989	380	9	803	Diesel	Keiser	55 Passenger
162	406	3	798	Gasoline	Keiser	55 Passenger
732	471	9	815	Diesel	Keiser	42 Passenger
751	444	2	757	Diesel	Keiser	14 Passenger
948	452	9	831	Diesel	Keiser	42 Passenger
61	442	9	809	Diesel	Keiser	55 Passenger
9	414	4	864	Gasoline	Keiser	55 Passenger
365	462	6	799	Diesel	Keiser	55 Passenger
693	469	9	775	Gasoline	Keiser	55 Passenger
38	432	6	837	Gasoline	Keiser	14 Passenger
724	448	8	790	Diesel	Keiser	42 Passenger
603	468	4	800	Diesel	Keiser	14 Passenger
45	478	6	830	Diesel	Keiser	55 Passenger
754	515	14	895	Diesel	Keiser	14 Passenger
678	428	7	842	Diesel	Keiser	55 Passenger
767	493	6	816	Diesel	Keiser	55 Passenger
705	403	4	806	Diesel	Keiser	42 Passenger
353	449	4	817	Gasoline	Keiser	55 Passenger
156	561	12	838	Diesel	Thompson	55 Passenger
833	496	8	839	Diesel	Thompson	55 Passenger
314	459	11	859	Diesel	Thompson	6 Passenger
396	457	2	815	Diesel	Thompson	55 Passenger
398	570	9	844	Diesel	Thompson	14 Passenger
168	467	7	827	Gasoline	Thompson	55 Passenger
671	504	8	866	Gasoline	Thompson	55 Passenger
193	540	11	847	Diesel	Thompson	55 Passenger

The attached MS-Excel file contains data on the contains data the bus fleet of the Johnson Bus Fleet. Download the file and analyze the characteristics of the Johnson Bus fleet.

a.Sort the data by type of Bus Manufacturer and calculate the Average Cost and Standard Deviation of Maintenance for each Manufacturer

b. Sort the data by Fuel Type and calculate the cost of Maintenance and the Average Mileage and Standard deviation of mileage by each fuel type of fuel

c. Present your results in a table. Cut and paste your chart and table into MS-Word and attach your results.

You will need the information in this file to complete the two lab sequence

This is the file that contains the report page for Lab 13-Taste, part 1

There are two things for you to turn in

Enter your taste data on the following page. You should all be able to edit and save the page.

Lab #13 - Taste Data W18

Taste Background

Background

Introduction

Taste is the least understood of all the senses. (PBS, 2000) Taste has been difficult to study because the receptors are not grouped in one restricted place, as they are in the retina of the eye and the organ of Corti in the Cochlea of the ear. Also, the nerves that pick up the taste signal go to various different parts of the brain, unlike those of the eye, ear and nose. In addition because the mouth is a very damp environment, taste molecules quickly diffuse to different places in the mouth so it is difficult to tell exactly what taste receptor is picking up the signal. This complexity lead to the incorrect idea that different kinds of flavors are picked up in only isolated parts of the tongue. The truth is that the receptors for all the different kinds of flavors are all over the tongue, part of the soft palate and a short way down the esophagus.

There are five types of taste receptors, those for salt, sweet, bitter, umami and sour. There is only one type of sour taste bud and they detect acids (hydrogen ions or H+). There is only one type of salt taste bud (detect sodium ions, Na+) and only one type of sweet taste bud (detects sugar). Every normal person has all three of these types of taste buds. In addition there are at least three different kinds of Umami receptors and many different kinds of bitter taste buds and not everyone has the same types. (Westbrook, 2009) There is a huge amount of genetic diversity in the human ability to taste. (Westbrook, 2009)

Genetics

“There is scientific evidence that supports the hypothesis that there is a genetic basis for food preferences. The genes have been found for salt sweet and sour and several have been found for umami and bitter taste receptors. In particular, one bitter receptor detects a compound called PTC. The ability to taste this compound is carried by one allele (dominant - B) for this gene and the other possible allele (b) codes for a non-functional receptor. Someone with the genotype bb cannot taste PTC, with genotype Bb can taste PTC and with genotype BB can taste PTC really well. The PTC-tasting allele is about as common as the non-taster allele. (Westbrook, 2009) Supertasters have a rare allele on a different gene that increases the intensity of many tastes, not just PTC. (Westbrook, 2009)

Supertasters

A supertaster is a person whose sense of taste is significantly more sensitive than average. The cause of this heightened response is thought to be, at least in part, due to an increased number of fungiform papillae (a type of tastebud – See the section below on Anatomy). (Baroshuk, 1994) (Wikipedia)

Each of us is born with a genetically determined number of taste buds. People can be divided into three groups: supertasters (25% of the population), medium tasters (50%) and non-tasters (25%). Supertasters have many more taste buds per square centimeter (thousands per square inch) than medium tasters or non-tasters (a few hundred total). Evidence suggests that supertasters are more sensitive to bitter tastes and fattiness in food, and often show lower acceptance of foods that are high in these taste qualities. Supertasters tend to dislike strong, bitter foods like raw broccoli, grapefruit juice, coffee and dark chocolate. (The Supertaster Test) Supertasters also seem to experience the temperature and texture of foods more keenly than medium tasters and non-tasters. (PBS, 2000)

Some people have speculated that there might be advantages or disadvantages to being a supertaster based on the environment. (PBS, 2000)

Evolution

Taste receptors probably evolved to help us detect good and potentially bad things in our food. Good things (or those that please us) include sugar, salt, and protein and we have specific receptors or pairs of receptors to detect these. Sourness (acidity) can be a sign that otherwise good food has spoiled, and often bitter taste is associated with plant material that is poisonous. (23andme) To protect themselves animals can run away or fight. Plants have the same kind of evolutionary need to protect themselves as we do. A plant can make thorns or poisonous chemicals to deter animals from eating it. The poisonous compounds in plants have many different structures. Our sense of taste can help protect us from these poisons so it isn’t surprising that the family of bitter taste genes encodes at least 25 different receptors. (23andme)

PTC, which we will be testing in this lab, is a very bitter compound, and those who can taste it will usually dislike the flavor. Since bitter compounds are found in vegetables like broccoli, cabbage, turnips, and kale, people who can taste PTC usually don’t like their veggies. (Westbrook, 2009)

Advantages and Disadvantages to being a Supertaster

Advantages: During evolution, supertasters would have had an advantage in environments with lots of poisonous plants with bitter tastes. The supertasters would have perceived the greatest bitterness and thus would have been the most likely to avoid the plants. (PBS, 2000) (F. D. Kitchin, 1959 April 25: 1069-1074)

Disadvantages: PTC tasters are less likely to eat vegetables because many of them have a bitter taste. Some bitter tasting foods contain phytochemicals which are actually healthy to eat (e.g., protect against cancer). Supertasters might like these foods less, eat fewer of them, and suffer from diseases that those foods might have prevented. Supertasters perceive the most intense sensations from salt, acids, and sweeteners as well as from fats in foods. Thus one's ability to taste PTC may turn out to be important to a variety of health problems where diet plays a role. (PBS, 2000) (Richter, 1942) (Westbrook, 2009)

Advantages and Disadvantages to being a non-taster

Advantages: In an environment with bitter plants that are not poisonous, the non-tasters have the advantage because they have a bigger food world.

Disadvantages: People who cannot taste PTC tend to ingest more of similar compounds. One example of a natural compound similar to PTC is a chemical found in turnips and cabbage. (Brussels sprouts are a kind of cabbage.) Although cabbage is not generally toxic, eating a lot of it sometimes causes goiter, a condition in which people have swollen, sometimes enormous, glands in their neck. Goiter is often caused by a lack of iodine in the diet, and today it is found mostly in places where diet is poor and iodized table salt is not widely available. The PTC-like chemical in cabbage makes goiter more likely to occur by blocking the body from absorbing whatever iodine is in the diet. (23andme) (Westbrook, 2009)

Anatomy

Humans receive tastes through sensory organs called taste buds (gustatory calyculi) concentrated on the upper surface of the tongue. (Wikipedia) In most animals, including humans, taste buds are most prevalent on small pegs of epithelium on the tongue called papillae. The taste buds themselves are too small to see without a microscope, but papillae are readily observed by close inspection of the tongue's surface. (The Supertaster Test)

Each fungiform papillae (the mushroom-shaped structures on the tip of your tongue) contains about a half dozen taste buds. Other bumps on the tongue are different kinds of papillae that do not contain taste buds. (PBS, 2000)

Tongue

(The Supertaster Test)

Semidiagrammatic view of a portion of the mucous membrane of the tongue. Two fungiform papillæ are shown. On some of the filiform papillæ the epithelial prolongations stand erect, in one they are spread out, and in three they are folded in.

(Gray, 2a. The Mouth, 1918)

Taste buds are composed of groups of between 50 and 150 columnar taste receptor cells bundled together like a cluster of bananas. The taste receptor cells within a bud are arranged such that their tips form a small taste pore, and through this pore extend microvilli from the taste cells. The microvilli of the taste cells bear taste receptors. (Bowen, 2006)

(Sensory Organs, 2009)

(Bowen, 2006)

(Wikipedia)

Part 1 – Count the number of Papillae you have in a given area of the top of your tongue.

1. Chew a small piece of the blue or green colored candy included in your lab kit or rub the blue lollipop on the your tongue to color it blue. The tiny bumps (the fungiform papillae) on your tongue that house your taste buds don't take up food coloring very well. These are the pink, or light colored spots you see. The more papillae you have, the more taste buds you have and the more sensitive to taste you are.

2. Place one of the reinforcing rings for a three ring binder near the front of your tongue. On average, non-tasters have fewer than 15 papillae in that area, while supertasters have over 25. (23andme) (Test Your Tastebuds)

3. Count the pink/light colored dots within the reinforcement ring. This may be easier with a magnifying glass. You can use the magnifier from lab #1 – Observation. Enter this information into Data Table 1 at the end of the lab.

(Test Your Tastebuds)

(Bowen, 2006)

(PBS, 2000)

Figure 1 Taste buds of Tasters and Non-Tasters.

Part 2 - What molecules do you taste?

As you do this part of the lab, keep in mind the number of papillae you recorded. If you have more than 25 papillae in the test circle be prepared to be a super taster and test a tiny bit of the test paper at first. The candy included in the lab kit is very sour, which should help cover the bitter taste of PTC if it is overwhelming.

Bibliography

   •   23andme. (n.d.). Bitter Taste Perception. Retrieved August 20, 2011, from https://www.23andme.com/health/Bitter-Taste-Perception/howitworks/

   •   Baroshuk, L. V. (1994, 56(6)). PTC/PROP tasting: anatomy, psychophysics, and sex effects. Physiol Behav , pp. 1165-71.

   •   Bowen, R. (2006, December 10). Physiology of Taste. Retrieved October 31, 2011, from http://www.vivo.colostate.edu/hbooks/pathphys/digestion/pregastric/taste.html

   •   Caruso, D. W. (n.d.). What Do You Tast? Retrieved 2011

   •   Chudler. (n.d.). Bitter. Retrieved from http://faculty.washington.edu/chudler/bitter.html

   •   F. D. Kitchin, W. H.-E. (1959 April 25: 1069-1074, April 25 :1(5129):). P.T.C. Taste Response and Thyroid Disease. pp. 1069-1074.

   •   Fox, A. L. (1932). The Relationship between Chemical Constitution and Taste. In A. L. Fox, Genetics (pp. 115-116). Wilmington, Delaware: Jackson Laboratory, E.I. Du Pont de Nemours & Co.

   •   Gray, H. (1918). 2a. The Mouth. In H. Gray, Anatomy of the Human Body (p. figure 1018 paragraph 84). Bartleby.com.

   •   Gray, H. (1918). 2a. The Mouth. In H. Gray, Anatomy of the Human Body (p. fig 1014 paragraph 80). Bartleby.com.

   •   Lindemann, B. (2000). A taste for Umami taste. Nature Neuroscience 3 (2) , pp. 99-100.

   •   NIH. (n.d.). Retrieved from http://www.ncbi.nlm.nih.gov/entrez/query.fcgi?cmd=Retrieve&db=OMIM&dopt=Detailed&tmpl=dispomimTemplate&list_uids=171200

   •   PBS. (n.d.). Peppers. Retrieved August 2011, from Life's Little Questions: Why Are Peppers Hot? : http://www.pbs.org/safarchive/3_ask/archive/qna/3294_peppers.html

   •   PBS. (2000). Science Frontiers. Retrieved August 13, 2011, from http://www.pbs.org/safarchive/4_class/45_pguides/pguide_904/4494_peppers.html#act2

   •   Pennsylvania, U. o. (1994). Retrieved August 12, 2011, from oncolink.upenn.edu/cancer_news/1994/hot_candy.html.

   •   Relative Chili Heat. (n.d.). Retrieved August 12, 2011, from www.wiw.org/~corey/chile/scoville.html

   •   Richter, C. a. (1942). Arch. Path. , pp. 33, 46.

   •   Sensory Organs. (2009, March). Retrieved November 16, 2011, from Aurthurs Clipart: http://www.arthursclipart.org/medical/senseorgans/taste%20buds%202.gif

   •   Test Your Tastebuds. (n.d.). Retrieved August 20, 2011, from http://www.bbc.co.uk/science/humanbody/body/articles/senses/tongue_experiment.shtml

   •   The Supertaster Test. (n.d.). Retrieved August 23, 2011, from http://supertastertest.com

   •   Westbrook, D. a. (2009, January 9). What Do You Taste? Retrieved November 18, 2011, from SPICE: www.spice.centers.ufl.edu/mendelian genetics/deena lesson 1.doc

   •   Wikipedia. (n.d.). Retrieved November 6, 2011, from http://en.sikipedia.org/wiki/taste

13 – Taste Lab, Part One – Collecting the data

There are three sections to this part of the taste lab. The first is to count the number of taste papillae inside a small circle. The second is to determine if you are a taster non-taster or supertaster of PTC. The third is to record your data in the editable file in the taste lab assignment page.

The hypothesis we are testing in the two labs, “13-Taste Lab, Part One” and “13-Taste Lab, Part Two” is: “The more papillae you have (which means more taste buds you have) the more sensitive to taste you are.” In particular we are testing the statements in “23andme” and “Test your Tastebuds” (see the reference list in the background file) that in the front part of the tongue, on average, non-tasters have fewer than 15 papillae while supertasters have over 25.

Section 1 – Count the number of Papillae you have in a given area of the top of your tongue.

(Test Your Tastebuds)

(Bowen, 2006) (PBS, 2000) (PBS, 2000)

   Figure 1 Taste buds of Tasters and Non-Tasters

Procedure

   •   Rub the blue lollipop (or dum-dum) that is included in your lab kit on your tongue to color it blue. The tiny bumps (the fungiform papillae) on your tongue that house your taste buds don't take up food coloring very well. These are the pink, or light colored spots you see.

   •   Place one of the reinforcing rings for a three ring binder near the front of your tongue.

   •   Count the pink/light colored dots within the reinforcement ring. This may be easier with a magnifying glass. You can use the magnifier from lab #1 – Observation. Enter this information into Data Table 1 at the end of the lab.

Section 2 - What kind of taster are you?

As you do this part of the lab, keep in mind the number of papillae you recorded. If you have more than 25 papillae in the test circle be prepared to be a super taster and test a tiny bit of the test paper at first. There is sour candy included in the lab kit which should help cover the bitter taste of PTC if it is overwhelming.

Procedure

   •   Take half of one control taste test strip. Place half the taste strip on your tongue. Record in Table 1 what the test strip tastes like to you. You probably won’t taste anything but if you do, it should taste like paper.

   •   Take half of one PTC taste test strip. Place the half taste strip on your tongue. Check the box in Table 1 that describes how intense the flavor was to you (super taster, taster or non-taster). If you tasted nothing, or if it tasted the same as the control test, you are a non-taster. Otherwise, you are a taster. You are a super taster if you can barely stand the flavor. Your lab kit should contain some kind of sour candy which will help get rid of the taste.

Section 3 – Record your data

Make sure your own data is recorded here in table 1 and on the editable “Canvas page” for Lab #13 – Taste Data.

Suggestion:

When you are finished you may have some of the taste strips left. You can use them to test other members of your family and/or friends.

13 – Taste, Part 1   Lab Report Page   Name   

Specifics for the lab

There are three types of data we will collect in this lab; number of taste buds, taste of the control paper, taste of the PTC paper.

   1) Count and record in table 1 the number of taste buds you have in a given area on your tongue.

   2) Record your taste sensation for the control paper in table 1.

   3) Record in Table 1 whether you are a non-taster, taster or supertaster of PTC.

   4) Enter your taste bud count and what kind of taster you are for PTC in the editable “Canvas page” for Lab #13 – Taste Data.

The class data will be used in 13-Taste, Part 2 - Data Analysis.

Data Table 1

Papillae count Control paper taste PTC (check one box)

   Non-taster taster Super taster

13 – Taste Lab, Part Two, Data Analysis

In 13 – Taste Lab, Part 1 We collected data from everyone in class for number of papillae and type of taster of PTC. This purpose of this part of the lab is to analyze that data.

The hypothesis we are testing in the two labs, “13-Taste Lab, Part One” and “13-Taste Lab, Part Two” is: “The more papillae you have (which means more taste buds you have) the more sensitive to taste you are.” In particular we are testing the statements in “23andme” and “Test your Tastebuds” (see the reference list in the background file) that in the front part of the tongue, on average, non-tasters have fewer than 15 papillae while supertasters have over 25.

There are three sections to this part of the taste lab. The first is to record and organize the class data. The second is to graph the data in a way that will help you see if there is a correlation between number of taste papillae and type of taster. The thirds is to write a conclusion to this lab. A conclusion is an effort to describe what your analyzed data shows and describe whether or not the hypothesis is supported by our data. You also explain what type of experiments can be done to confirm your conclusion.

One example of how to record and analyze the data

Table 1 is the data from the last quarter class. I have left off the names of everyone and you may do the same. To make it easier for me I have color coded each line for how many taste buds that person has. We will be using three categories, 0-15, 16-24 and more than 25. The colors I used are in table 2. You don’t need to use these colors or this way of analyzing the data.

In Table 1 each type of taster is assigned a value. Non-tasters are labeled “0”, Tasters are labeled “1” and super tasters are labeled “2”.

It is unlikely that our data will give a perfect correlation between papillae count and type of taster so I have made another table, Table 3, which has the columns labeled by number of papillae and the rows are for the type of taster that person is. Columns A, B and C don’t really go together. At the bottom of the table the type of taster is averaged for each type of papillae count.

To read this table, for example, for A the type of taster is 0.6. Less than a taster but more than a non-taster.

Figure 1 is an example of one way you can show a graphical relationship between papillae count and type of taster. This particular set of Data shows a good correlation between papillae count and type of taster.

Report Page   Name  

Data Analysis

   1) Collect the data from everyone in the class. The data should be taken directly from the data file on the assignment page in Canvas. You may copy and paste it here or type out your own version. The form should look like Table 1 above (like this).

Data Table

Papillae count	Non-Taster	Taster	Super-Taster

.

.

.

2)   Reorganize your data into something that will help you analyze the data (for example, like Table 3).

3)   Present some kind of graphical representation of the data.

4)   Restate the hypothesis and write a conclusion to this experiment.

5)    Answer the questions at the end of the lab

Questions

   1. What (if any) correlation do you see between the number of papillae you have and the type of taster you are? (Give a short version of your conclusion).

   2. What can you say about the number of taste buds someone has relative to the number of papillae?

   3. Describe a possible evolutionary advantage to being a

A) supertaster -- for animals and humans.

B) non- taster -- for animals and humans.

4. What factors other than number of taste buds might explain a person's food preferences?

Enter your taste bud count and check the box corresponding to whether you are a non-taster, taster or Super taster.

Nike: The Sweatshop Debate

Nike is in many ways the quintessential global corporation. Established in 1972 by former University of Oregon track star Phil Knight, Nike is now one of the leading marketers of athletic shoes and apparel on the planet. In 2006 the company had $15 billion in annual revenues and sold its products in some 140 countries. Nike does not do any manufacturing. Rather, it designs and markets its products, while contracting for their manufacture from a global network of 600 factories scattered around the globe that employ some 650,000 people.' This huge corporation has made founder Phil Knight into one of the richest people in America. Nike's marketing phrase, "Just Do It!" has become as recognizable in popular culture as its "swoosh" logo or the faces of its celebrity sponsors, such as Michael Jordan and Tiger Woods.

For all of its successes, the company was dogged for more than a decade by repeated and persistent accusations that its products were made in "sweatshops" where workers, many of them children, slaved away in hazardous conditions for below-subsistence wages. Nike's wealth, its detractors claimed, was built upon the backs of the world's poor. For many, Nike had become a symbol of the evils of globalization-a rich Western corporation exploiting the world's poor to provide expensive shoes and apparel to the pampered consumers of the developed world. Nike's "Niketown" stores became standard targets for antiglobalization protestors. Several nongovernmental organizations, such as San Francisco-based Global Exchange, a human rights organization dedicated to promoting environmental, political, and social justice around the world, targeted Nike for repeated criticism and protests.2 News organizations such as CBS's 48 Hours hosted by Dan Rather ran exposes on working conditions in foreign factories that supply Nike. Students on the campuses of several major U.S. universities with which Nike has lucrative sponsorship deals protested against the ties, citing Nike's use of sweatshop labor.

For its part, Nike has taken many steps to try to counter the protests. Yes, it admits, there have been problems in some overseas factories. But the company has signaled a commitment to improving working conditions. It requires that foreign subcontractors meet minimum thresholds for working conditions and pay. It has arranged for factories to he examined by independent auditors. It has terminated contracts with factories that do not comply with its standards. But for all this effort, the company continues to be a target of protests and a symbol of dissent.

THE CASE AGAINST NIKE

Typical of the exposes against Nike was a CBS 48 Hours news report that aired on October 17, 1996.3 Reporter Roberta Basin visited a Nike factory in Vietnam. With a shot of the factory, her commentary begin by saying that

The signs are everywhere of an American invasion in search of cheap labor. Millions of people who are literate, disciplined, and desperate for jobs. This is Nike Town near what use to be called Saigon, one of four factories Nike doesn't own but subcontracts to make a million shoes a month. It takes 25,000 workers, mostly young women, to "Just Do It."

But the workers here don't share in Nike's huge profits. They work six days a week for only $40 a month, just 20 cents an hour.

Baskin interviews one of the workers in the factory, a young woman named Lap. Baskin tells the listener:

Her basic wage, even as sewing team leader, still doesn't amount to the minimum wage.... She's down to 8 5 pounds. Like most of the young women who make shoes, she has little choice but to accept the low wages and long hours. Nike says that it requires all subcontractors to obey local laws; but Lap has already put in much more overtime than the annual legal limit: 200 hours.

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Baskin then asks Lap what would happen if she wanted to leave. If she were sick or had something she needed to take care of such as a sick relative, could she leave the factory? Through a translator, Lap replies:

It is not possible if you haven't made enough shoes. You have to meet the quota before you can go home.

The clear implication of the story was that Nike was at fault here for allowing such working conditions to persist in the Vietnam factory, which, incidentally, was owned by a Korean company.

Another example of an attack on Nike's subcontracting practices came in June 1996 from Made in the USA, a foundation largely financed by labor unions and domestic apparel manufacturers that oppose free trade with low-wage countries. According to Joel Joseph, chairman of the foundation, a popular line of high-priced Nike sneakers, the "Air Jordans," were put together made by 11-year-olds in Indonesia making 14 cents per hour. A Nike spokeswoman, Donna Gibbs, countered that this statement was in fact false. According to Gibbs, the average worker made 240,000 rupiah ($103) a month working a maximum 54-hour week, or about 45 cents per hour. Moreover, Gibbs noted that Nike had staff members in each factory monitoring conditions to make sure that they obeyed local minimum wage and child labor laws.'

Another example of the criticism against Nike is the following extract from a newsletter published by Global Exchange:5

During the 1970s, most Nike shoes were made in South Korea and Taiwan. When workers there gained new freedom to organize and wages began to rise, Nike looked for "greener pastures." It found them in Indonesia and China, where Nike started producing in the 1980s, and most recently in Vietnam. The majority of Nike shoes are made in Indonesia and China, countries with governments that prohibit independent unions and set the minimum wage at rock bottom. The Indonesian government admits that the minimum wage there does not provide enough to supply the basic needs of one person, let alone a family. In early 1997 the entry-level wage was a miserable $2.46 a day. Labor groups estimate that a livable wage in Indonesia is about $4.00 a day.

In Vietnam the pay is even less-20 cents an hour, or a mere $1.60 a day. But in urban Vietnam, three simple meals cost about $2.10 a day, and then of course there is rent, transportation, clothing, health care, and much more. According to Thuyen Nguyen of Vietnam Labor Watch, a living wage in Vietnam is at least $3 a day.

In another attack on Nike's practices, in September 1997 Global Exchange published a report on working conditions in four Nike and Reebok subcontractors in Southern China.6 Global Exchange, in conjunction with two Hong Kong human rights groups, had interviewed workers at the factories in 1995 and again in 1997. According to Global Exchange, in one factory, owned by a Korean subcontractor for Nike, workers as young as 13 earning as little as 10 cents an hour toiled up to 17 hours daily in enforced silence. Talking during work was not allowed, with violators fined $1.20 to $3.60 according to the report. The practices were in violation of Chinese labor law, which states that no child under 16 may work in a factory, and the Chinese minimum wage requirement of $1.90 for an eight-hour day. Nike condemned the study as "erroneous," stating that it incorrectly stated the wages of workers and made irresponsible accusations.

Global Exchange, however, continued to be a major thorn in Nike's side. In November 1997, the organization obtained and then leaked a confidential report by Ernst & Young of an audit that Nike had commissioned of a factory in Vietnam owned by a Nike subcontractor.' The factory had 9,200 workers and made 400,000 pairs of shoes a month. The Ernst & Young report painted a dismal picture of thousands of young women, most under age 25, laboring 10'12 hours a day, six days a week, in excessive heat and noise and in foul air, for slightly more than $10 a week. The report also found that workers with skin or breathing problems had not been transferred to departments free of chemicals and that more than half the workers who dealt with dangerous chemicals did not wear protective masks or gloves. It claimed workers were exposed to carcinogens that exceeded local legal standards by 177 times in parts of the plant and that 77 percent of the employees suffered from respiratory problems.

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Put on the defensive yet again, Nike called a news conference and pointed out that it had commissioned the report, and had acted on it.8 The company stated that it had formulated an action plan to deal with the problems cited in the report, and had slashed overtime, improved safety and ventilation, and reduced the use of toxic chemicals. The company also asserted that the report showed that its internal monitoring system had performed exactly as it should have. According to one spokesman, "This shows our system of monitoring works. . . . We have uncovered these issues clearly before anyone else, and we have moved fairly expeditiously to correct them."

NIKE'S RESPONSES

Unaccustomed to playing defense, over the years Nike formulated a number of strategies and tactics to deal with the problems of subcontractors' working conditions and pay. In 1996, Nike hired one-time U.S. Ambassador to the United Nations and former Atlanta Mayor and Congressional representative Andrew Young to assess working conditions in subcontractors' plants around the world. After completing a two-week tour that involved inspecting 15 factories in three countries, Young released a mildly critical report of Nike in mid-1997. He informed Nike it was doing a good job in treating workers, though it should do better. According to Young, he did not see

sweatshops, or hostile conditions ... I saw crowded dorms ... but the workers were eating at least two meals a day on the job and making what I was told were subsistence wages in those cultures.9

Young was widely criticized by human rights and labor groups for not taking his own translators and for doing slipshod inspections, an assertion he repeatedly denied.

In 1996, Nike joined a presidential task force designed to find a way of banishing sweatshops in the shoe and clothing industries. The task force included industry leaders such as Nike, representatives from human rights groups, and labor leaders. In April 1997, the task force announced a workers' rights agreement that U.S. companies could accept when manufacturing abroad. The accord limited the workweek to 60 hours and called for paying at least the local minimum wage in foreign factories. The task force also agreed to establish an independent monitoring association-later named the Fair Labor Association (FLA)-to assess whether companies are abiding by the code.10

The FLA now includes among its members the Lawyers Committee for Human Rights, the National Council of Churches, the International Labor Rights Fund, some 135 universities (universities have extensive licensing agreements with sports apparel companies such as Nike), and companies such as Nike, Reebok, and Levi Strauss.

In early 1997, Nike also began to commission independent organizations such as Ernst & Young to audit its subcontractors' factories. In September 1997, Nike tried to show its critics that it was involved in more than just a public relations exercise when it terminated its relationship with four Indonesian subcontractors, stating that these subcontractors had refused to comply with the company's standard for wage levels and working conditions. Nike identified one of the subcontractors, Seyon, which manufactured specialty sports gloves for Nike. Nike said that Seyon refused to meet a 10.7 percent increase in the monthly wage, to $70.30, declared by the Indonesian government in April 1997.11

On May 12, 1998, in a speech given at the National Press Club, Phil Knight spelled out in detail a series of initiatives designed to improve working conditions for the 500,000 people that make products for Nike as subcontractors. Among the initiatives Knight highlighted were the following:

We have effectively changed our minimum age limits from the ILO (International Labor Organization) standards of 15 in most countries and 14 in developing countries to 18 in all footwear manufacturing and 16 in all other types of manufacturing (apparel, accessories and equipment). Existing workers legally employed under the former limits were grand-fathered into the new requirements.

During the past 13 months we have moved to a 100 percent factory audit scheme, where every Nike contract factory will receive an annual check by PricewaterhouseCoopers teams who are specially trained on our Code of Conduct Owner's Manual and audit/monitoring procedures. To date they have performed about 300 such monitoring visits. In a few instances in apparel factories they have found workers under our age

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standards. Those factories have been required to raise their standards to 17 years of age, to require three documents certifying age, and to redouble their efforts to ensure workers meet those standards through interviews and records checks.

• Our goal was to ensure workers around the globe are protected by requiring factories to have no workers exposed to levels above those mandated by the permissible exposure limits (PELs) for chemicals prescribed in the OSHA indoor air quality standards.

The business press applauded these moves, but Nike's long-term adversaries in the debate over the use of foreign labor greeted them skeptically. While conceding that's Nike's policies were an improvement, one critic writing in The New York Times noted that

Mr. Knight's child labor initiative is ... a smokescreen. Child labor has not been a big problem with Nike, and Philip Knight knows that better than anyone. But public relations is public relations. So he announces that he's not going to let the factories hire kids, and suddenly that's the headline.

Mr. Knight is like a three-card monte player. You have to keep a close eye on him at all times.

The biggest problem with Nike is that its overseas workers make wretched, below-subsistence wages. It's not the minimum age that needs raising, it's the minimum wage. Most of the workers in Nike factories in China and Vietnam make less than $2 a day, well below the subsistence levels in those countries. In Indonesia the pay is less than $1 a day.

The company's current strategy is to reshape its public image while doing as little as possible for the workers. Does anyone think it was an accident that Nike set up shop in human rights sinkholes, where labor organizing was viewed as a criminal activity and deeply impoverished workers were willing, even eager, to take their places on assembly lines and work for next to nothing?'

Other critics question the value of Nike's auditors, PricewaterhouseCoopers (PwC). Dara O'Rourke, an assistant professor at MIT, followed the PwC auditors around several factories in China, Korea, and Vietnam. He concluded that although the auditors found minor violations of labor laws and codes of conduct, they missed major labor practice issues including hazardous working conditions, violations of overtime laws, and violation of wage laws. The problem, according to O'Rourke, was that the auditors had limited training, and relied on factory managers for data and to set up interviews with workers, all of which were performed in the factories. The auditors, in other words, were getting an incomplete and somewhat sanitized view of conditions in the factory."

THE CONTROVERSY CONTINUES

Fueled perhaps by the unforgiving criticisms of Nike that continued after Phil Knight's May 1998 speech, a wave of protests against Nike occurred on many university campuses beginning in 1998 and continuing into 2001. The moving force behind the protests was the United Students Against Sweatshops (USAS). The USAS argued that the Fair Labor Association (FLA), which grew out of the Presidential task force on sweatshops, was an industry tool, and not a truly independent auditor of foreign factories. The USAS set up an alternative independent auditing organization, the Workers Rights Consortium (WRC), which they charged with auditing factories that produce products under collegiate licensing programs (Nike is a high-profile supplier of products under these programs). The WRC is backed, and partly funded, by labor unions and refuses to cooperate with companies, arguing that doing so would jeopardize its independence.

By mid-2000, the WRC had persuaded some 48 universities to join the WRC, including all nine campuses of the University of California systems, the University of Michigan, and the University of Oregon, Phil Knight's alma mater. When Knight heard that the University of Oregon would join the WRC, as opposed to the FLA, he withdrew a planned $30 million donation to the University. Despite Knight's opposition, in November 2000 another major university in the northwest, the University of

Etch-A-Sketch Ethics

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The Ohio Art Company is perhaps best known as the producer of one of the top-selling toys of all time, the venerable Etch-A-Sketch. More than 100 million of the Washington, announced that it too would join the WRC, although it would also retain its membership in the FLA.

Nike continued to push forward with its own initiatives, updating progress on its Web site. In April 2000, in response to accusations that it was still hiding conditions, it announced that it would release the complete reports of all independent audits of its subcontractors' plants. Global Exchange continued to criticize the company, arguing in mid-2001 that the company was not living up to Phil Knight's 1998 promises and that it was intimidating workers from speaking out about abuses."

Case Discussion Questions

1.Should Nike be held responsible for working conditions in foreign factories that it does not own, but where subcontractors make products for Nike?

2.What labor standards regarding safety, working conditions, overtime, and the like, should Nike hold foreign factories to: those prevailing in that country or those prevailing in the United States?

3.In Indonesia, an income of $2.28 a day, the base pay of Nike factory workers, is double the daily in- come of about half the working population. Half of all adults in Indonesia are farmers, who receive less than $1 a day. Given these national standards, is it appropriate to criticize Nike for the low pay rates of its subcontractors in Indonesia?

4.Do you think Nike needs to make any changes to its current policy? If so what? Should Nike make changes even if they hinder the ability of the company to compete in the marketplace?

team 7 provide a  3-4 paragraph answer for the following questions

1-What are 4 key things you learned about the topic from reading their paper?

2-How does the topic relate to you and your current or past job?

3-Critique the paper in terms of the organization and quality.

In today’s technological age, employers have a plethora of options on how and where to find employees. Companies often choose between two different sources to find candidates: internal or external sources. The Internal sources that organizations use to acquire new hires include locations for walk-ins, career programs, website job listings, employee referral, internships, and pay for new hire services by career search websites. External sources can vary from job postings or job posting sites, to local recruiters, and career fairs. Often, the internal sources are the most effective method that employers have when it comes to finding employees.

Internal sources have three significant methods to successfully convert applicants to interviews. The first one is Website job listings. On the job listing the human resource department directly handles with every applicant, which is quickly evaluated, responds with acknowledgement for every application. The second one is career programs, it immediately has new hires for-go a training program that could be paid by the employer or educational grants or out of pocket. This career program would allow the new hires to be ready for joining the company. The last method is walk-in and career fairs. This means that new hires would be recruited in specific locations to directly apply with human resources.

Websites like Indeed and Monster have great career builder tools for online applicants which is one of the reasons why external sources have become successful in finding candidates for employer. Some companies want more options to recruit new hires rather than official websites, walk-in, career programs, career fairs, and employee referrals so they usually have external sites like monster and indeed.com promote paid advertisements for positions. This is why external individual companies that have been paid to have certain positions advertised are considered an internal source. These types of sources end up giving the highest percent of interviews and hires. Human resource departments have been recruiting employees today in a much more specific way. They have utilize their incentives as tools to target quality employees in to staying with the company or recruit talent. These tools and incentives were not always available in the past, so some companies have been creative in utilizing these tools to widen their candidate pools and hire the individual that meets the qualifications of their ideal employee.

The way employers hire candidates is broken down to straight forward metrics from SilkRoad technology, a global provider of social talent management solutions that has been partnered up with over 700 of its customers to uncover which recruitment methods yield the most interviews and hires. SilkRoad collected data from OpenHire, an applicant tracking system, that measures the 222,308 job postings, 9.3 million applicants to the 147,440 interviews, ending up to the 94,155 hires, into a rate. These measurable rates would help optimize recruitment, advertising budgets, and new sources of hire. External online recruitment marketing sources hires are about half of all interviews and search engines, considered an external source, produced over 90% of interviews. Companies in today's industry are utilizing the internet and other mobile technologies for new hires which can lead to a quicker turnaround in finding quality employees.

Companies lean towards using online methods of hiring since more than half of the interviews are created by online applications. The external online recruitment market is a resource that companies can pay to have an internal process made to acquire new hires specific to their needs. Examples of these external recruitment markets are Monster, hcareers.com, and indeed.com. These companies supply several tools as online applications to successfully find new hires. I personally believe utilizing internal sources is the better choice because you are able to create a physical presence while meeting the HR department. Local recruiters like CERS and Octagon Technologies have added physical tools within communities to collect new hires. Career fairs also have a social dynamic as a physical location for getting local talent.
            Once a company knows what employee they are looking for and what sources they are utilizing to find them, they must research what benefits they will offer to entice the employee and create loyalty to the company. Companies normally implement standard employee benefits that include covering 50% of a universal Health insurance plan and providing 2-weeks paid vacation after the first year of joining the company. Then for more innovative employee incentive ideas for talent, companies tend to use 20% discounts and stay bonuses, also known as retention bonuses due to the fact that they attempt to reward the employee for staying with the company for different increments of time. Other employee incentives that companies use to promote an attractive program are referral bonuses after a new hire has past the a certain time mark with the company, onboarding or hiring bonuses where students can work to get loans and tax incentives to attract young talent, and remote work options which gives hires an advantage of today’s technologies allowing them to work at home. The option I believe is most popular with employees would be cash bonuses and company profit sharing.

Once companies find the employees they must also focus on retaining them. It cannot be underestimated how paramount it is to ensure that employees remain at the company they work for. There are many key factors on how to ensure employee retention is secured and why that is so. The cost effectiveness of employee retention is what is most important for human resource departments when discussing the post hiring stage of the company. This also plays in line with the immersion period for when employees begin their job at the company. Orientation and company culture is what is key.
            It is not cost effective at all when a company loses employees and has high turnover rate. Turnover is extremely expensive and this factor is what many human resource departments fear during the hiring process. Finding the qualified applicant is just as important as ensuring the applicant will stay with the company. Replacing an employee can cost up to 50-60% of the annual salary of a position. In addition to the cost of turnover, there are also unfilled position cost. With an unfilled position at a company productivity is down and soft costs and be exponentially increased.
            With new employment it must be noted that the anticipated results of a new employee are not immediate. Companies with too high of expectation during the orientation period may put too much pressure on an employee. It is better to take time and allow the new employee to immerse themselves into the company culture and truly understand how to do their job. This is otherwise known as the ‘learning period.’ Company culture is also something to be taken into consideration in regard to employee retention.
            Employee retention can easily be secured through a positive company culture. Cultures vary from one company to another however, hostile cultures that make employees feel uncomfortable and unwelcome will experience higher turnovers. Sexual harassment should be taken very seriously, and company culture should reflect that. As a new employee, one would want to feel welcome and feel part of a culture where they can be comfortable. There is enough stress getting used to a new job, if the company culture is accommodating then employee will want to stay. By implementing the company culture, team building, and employee engagement and ensuring that companies are invested in their employee’s workplace happiness, employees will invest in the company they work for and the company can decrease their turnover rates.

It is incredibly important when working for a company for all employees to have a positive mindset, which will result in a supportive environment. An enthusiastic surrounding will result in higher productivity, as well as an increase in the company’s success. When a person feels supported and accepted due to the cheerful surrounding at their job, that individual will want to see the business flourish by working harder, rather than an employee who feels discouraged about their negative work environment. Countless adults are at work more than they are at home, so why not make it worthwhile? There are five main tips that will improve a positive work environment: make a strong effort to connect with teammates, show appreciation and positivity towards peers, have open ears and listen to other people’s ideas, have trust in the coworkers around, and lastly to be spontaneous.

The first pointer of a constructive work environment is to make a strong connection with teammates. When someone goes out of their way to interact with their peers, it shows a sense of consideration that they care for the business they represent, and that ends up radiating motivation to individuals in all sorts of ways. This is because unless that person is a one-man team, it is critical to work with the people around to make the company thrive and be successful. Also, anyone can send a message in an email, but that lacks getting to know that coworker face-to-face and will end in short messages and not-so connecting responses.

Another suggestion would be to show appreciation towards coworkers as much as possible when they accomplish a task for the business. This may seem like stating the obvious, but it is surprising how often a company is insufficient in awarding a workmate when they do a superior job. From my experience, one of the top complaints told by employees is that they feel like they do not matter to the company, and how all their hard work is not being appreciated enough. Without them, the company would not be where they are today, and to show gratitude managers can do a quick “great job” or a 5-minute appraisal out of the day. This will even make that coworker work harder than they already were because they feel invested in the work that they are doing. A business owner or manager will only gain by giving something as simple as a “thank you.”

To develop a positive work locality, it is significant to have open ears as well as an open mind when listening to other people’s ideas. It does not matter if it is the CEO or the janitor, everyone has their own personal ideas and first-hand experiences with the company. This goes along with trusting team members, which will also create a positive work environment. Nothing is more valuable than trust, whether it is work-related or something personal. Without trust, it is like a train with no tracks- the train will go nowhere. When delegating with peers, it is important for managers to try to let go of wanting to take control of everything, and allow them to help with the tasks needed to be complete. Trust is a very powerful word that can take years to build, yet seconds to break. If someone is incapable of trust, that individual will not be able to work well with others, and therefore will crumble in the business, which will negatively impact the workplace.

The last part of tips that will improve a positive work environment is being spontaneous. Employment does not always have to be so serious; it is okay to have some enjoyment at work. An average American works at least 45 hours a week, which ends up being a little less than 1/3 of the week; why not make the most of it by connecting well with the team and collaborate together to reach the same goal. When teams work nicely together, whether it is during downtime in the office or coming up with a last minute work party for the Super bowl, the outcome is incredible and will not only make anyone feel better about themselves, but create a pleasant work environment.

After discussing why having a positive work environment is so predominant when uncovering different ways of how to maintain a successful business, it is an appropriate transition into the next topic that will help properly acquire and retain employees: the importance of team building. Forbes described team building as having a bad rap, but it is actually one of the most important investments a manager or CEO can make for the company. Not only will team bonding increase collaboration, but it will also ease confrontation in the workplace. Team building has also been known to initiate trust, and engage the employees into wanting to work harder. This is fantastic for the company’s culture, which will plant a seed into impressive fortune.

A way of engaging in team building is to not make the employees feel like it is a typical day in the office. When taking time out of the day to generate team bonding, it is vital to spend time and get to know each other, as well as voice experiences that will aid in working towards a specific goal. This will result in a positive fellowship with one another, yet in a more organic way. Believe it or not, happiness and learning go hand in hand. Testing out different activities with the staff can generate a cheerful mood among employees, which will conveniently help the business itself.

When companies look to make their employees feel valued they must first look at how they approach employee engagement and how their employees are reacting to it. Do employees feel disengaged or feel included in their organization? To find this out companies are utilizing new resources to uncover the current state of their employee engagement. In 5 Tips for Measuring Employee Engagement, Saige Driver goes over 5 ways a company can approach seeing where their employee engagement at. The first step is to define what employee engagement actually means to the organization. Each individual member of a company may have a different idea of what employee engagement means to them and how they feel employee engagement should be approached, so by defining what employee engagement means to the organization as a whole it will better portray what their initiatives and plans are trying to achieve.

The number one way to measure engagement and how employees feel is through individual, anonymous surveys. With changes in technology companies are now able to utilize apps that send out frequent surveys regarding events that have happened throughout the year and get immediate answers about how employees feel this contributes to their engagement. Driver suggest sending “super-short surveys – one or two questions maximum. This makes it easier for managers to collect survey data regularly and drive timely action”, and “protecting employees by making the surveys anonymous encourages critically transparent feedback even if the feedback is negative” (Driver, 2017). By having these surveys, companies get data that they can utilize to formulate action plans for engagement that actually work. The most important part of these surveys to focus on is ensuring that they are asking the right questions. The article suggests using qualitative and quantitative questions to get well rounded feedback from employees. Questions should ask, What do we do to make you feel valued at work? and also ask, Why does this make you feel valued?

Another way to measure employee engagement that also makes employees feel valued is by having individual, informal, and candid conversations with employees. Surveys are a great way to get data for a plan, but when speaking directly with the source of the surveys, managers are able to acquire more details about answers given. Driver also discusses how exit interviews are a great way to find out why an employee is leaving and what changes should be made to ensure more employees do not leave, but that conducting interviews with employees that choose to stay and grow with the company may be even more insightful because they will discuss why they are staying and this will show a company what part of their employee engagement plan is actually working. Personally, I work for a company that has defined employee engagement and has presented workshops on what it is, but does nothing to actually promote employee engagement into the company. Many employees rely on myself as a manager to make them feel valued which in turns exhausts the management team because we do not have anyone above us do the same.

There should be a balance of engagement all down the line of a company from the top to the bottom, each tier being motivated and made to feel valued. The way I make my employees feel valued is by being there for them and not shying away from my responsibilities to them. If they have a table the is angry I will do my best to turn their experience around not for the guest, but to ensure that they guest does not take their anger out on my employee. The other way I attempt to make employees feel engaged is by thanking them. When I see them doing something good, or something that goes above and beyond I recognize them with a free crew meal, tickets for a drawing, or just a simple thank you. I also like to write encouraging messages and quotes on the mirrors at work so employees are reminded daily and throughout the day that I appreciate them.

The final step to ensuring companies find the best way to make employees feel engaged is by ensuring that surveys or individual conversations are conducted frequently throughout the year. My suggestion would be to have surveys sent out right after engagement events happen to see how employees are feeling about the event, and employee conversations should be planned in advance so they have time to have questions to ask managers and have solutions for issues they may be facing every day. Making employees feel valued does not always take an large amount of money to accomplish, but it will take time to find the right balance that works for the employees currently working in the company and for future employees. Not every idea will work for everyone, but by having an action plan in place, companies are more likely to find a good mix to ensure that their employees are staying loyal and are contributing to the success of the company for years to come.

Throughout the paper we described different methods of finding, acquiring, and retaining employees. It started with the research that went into these effective methods and covered the advantages that new hires can take advantage of in order to qualify for certain or additional incentives, standard incentives that most full-time companies should use. These included dynamic incentives that some companies offer and cash incentives that directly create a positive impact. We focused on why retaining employees is just as important as finding the right candidate for a company, and team building was discussed which we learned is a more recent trend for companies to focus on to ensure that they have employees that work together to make the company successful. We also looked into making work more “fun” or “enjoyable” since the average employee spends majority of their week at work. We explored employee engagement, what it means, and how companies can implement it into their human resources plan. All of these topics are crucial in finding a workforce that contributes directly and continuously to the success of the organization's mission. It is not without its difficulty to find the best mix of what works for a company and its employees, but once a company finds that balance they are guaranteed a happy workforce that will lead to their company’s success

(1 bookmark) Scenario: A Tale of Discrimination Complaints at Promotion Interviews After interviewing employees from your project team for a new Deputy Project Manager on your side. After reviewing the job description, you interviewed three candidates that are already a part of the company. You realized that they are all talented employees with great personalities. As you reflect on the resumes, interviews, and professional references from their current supervisors, you consider their characters. First, there is Francisco Torre. He is very athletic and a bit of an international sports fan. You learn in the interview that he won an athletic scholarship and came from Puerto Rico to college on US Mainland. He was proud to let you know his college baseball team went to the national championship for their conference. His managers and coworkers describe him as one of the most helpful people they have ever worked with on any team. He is always willing to help members of his team. He is a patient and thoughtful mentor and coach to those he supervises. His professionalism and resume demonstrate his accomplishments, and in the interview, he humbly spoke about things that his managers expressed as phenomenal and heroic. However, he is a self-admitted introvert, but that did not come across in the interview. His supervisor spoke of as a natural born leader. Francisco was someone that motivated the team to preserve and strive to achieve excellence. He inspired his team to win “Project Team of the Year” for the past three years. Francisco was well-spoken, articulate, and had a smug sense of humor. You feel he will be great at tracking the details of the project and would be a great leader, counselor, and advisor to help you build a highperforming team. Next, you interviewed Shereen Rostami. Your first impression is that she is Hilarious! She has a quick, intelligent wit and a great sense of humor. She is assertive, ambitious gogetter. When 2 Written by John H. Coleman, Ph.D., Adjunct Professor at Virginia International University (VIU) leading the diverse project team you were planning to build. Finally, you interviewed Rashad Ahmed. Your first impression was that this gentleman was an immensely likable human being. During the interview, you learn that Rashad was the valedictorian at his college commencement while serving as Student President. He has a very smooth and polished persona. He always seems to have the right answer for every question. His supervisor describes him as an excellent communicator. His business presentations often left the audience feeling positive and hopeful about his projects. Rashad’s teammates told stories of how he was a prankster. He often playfully teased people to make them smile and feel better. The consensus was that he was a very charismatic leader and destined for great things. Rashad’s managerial talent appeared to be in relationship building and stakeholder management. His customers requested him by name to manage any projects we performed for them. He always seemed to attract the best talent in the company because everyone wanted to work for him. After the interview, you were so impressed you felt that one day, you would gladly be working for this guy. You realized that having Rashad as your Deputy Project Manager would help win new business because he brings top talent that delivered results that increased your customers’ loyalty to the company. As you leave your office, Sharlene, the Human Resources manager ask you if you have decided. You tell her, “yes,” but you want to think about your decision over the weekend before you would give her you’re an answer. She reminded you of the office’s family appreciation cook-out tomorrow, and you told her you would attend. The Family Appreciation Cookout When you arrive at the cookout, you realize that all the candidates are there with their family and friends. As you are in line at the stand for drinks, you overhear a European-American woman telling a friend about a how proud she is of her husband overcoming a harsh life in the urban south. She was expressing how well he has done in life despite his experience in gangs and juvenile prison. As you listen, Rashad comes over and greets you and introduces the woman in front of you as his wife and his three biracial children in following him. His wife welcomes you with a stunned and embarrassed look. Feeling a bit embarrassed yourself, you get your drink and go to a semi-private place in the park. As you are sitting there one of your peer-managers comes over to talk to you. Moreover, he decides to share some gossip with you. He tells you, “I hear you are considering Shereen for your DPM position.” Then he tells you, “you know she is the one that got our boss fired. She claimed he sexually attacked her in his office. She filed a lawsuit against the company and the guy is facing criminal charges.” If that was not enough, he goes to tell you that she is single, a party girl, and has dated four men and a one woman in the company in the past five years. As he leaves a slightly inebriated woman comes over and introduces herself as Shereen’s best friend and unwittingly confirms what you just heard. Her friend goes on to tell you that they met in Iran when their parents worked at a US oil company. As kids, their Christian families and as friends of US business people, they had to escape in the middle of the night to 3 Written by John H. Coleman, Ph.D., Adjunct Professor at Virginia International University (VIU) avoid persecution or execution. They have been in the US since age four where they applied and received political asylum. As you decide to leave before this gets any more uncomfortable, an Asian man introduces himself as Mr. Torres’ husband. He wanted to thank you for considering Francisco for the new opportunity. He was making a case for how Francisco was a great human being. He pointed out their two kids. Fransico’s spouse told a love story of how Francisco moved to be with him in his home-state so they could get married. He was disappointed when they moved back to a southern state that did not recognize the gay-lesbian marriage. They only took the position because the company offered benefits for “significant life partners.” Francisco came over to greet you and asked his spouse to return to the party. Francisco politely questions you about your thoughts of his spouse. Then he asked that you would not let this information negatively influence your decision for the promotion. Your Chosen Candidate is…? When you return to work on Monday, the HR Manager is there to greet you. She questions, “what happened at the cookout?” She goes on to inform you, that all three candidates have come to her office to suggest that if you do not, hire them; then, they will consider filing an Equal Employment Opportunity (EEO) discrimination claim. She tells you, Francisco fears he will be forced to file a suit for LGBT discrimination suit with EEO, the state, and anyone that will take his case. He’s terrified that he moved his family to this state and had limited employment options to provide for his growing family. He is frustrated because this is the 4th promotion he was denied at this company. Shereen told her that she knows she has little rights in this state for LGBT discrimination, but she will file an EEO complaint about sex discrimination and retribution for her previous sexual harassment complaint. Finally, Rashad feels that now that you know his past, that it will negatively influence your decision. Rashad explicitly noted that we have only three other African American Project Managers out of the 136 project managers on staff. Moreover, none of them are Project Directors. She asks you, “What is your decision?” Justify Your Decision You share your decision with the Charlene the HR Manager. She tells you to spend the rest of the day doing three things . 1. Complete the Interview evaluation sheets stating your ratings. 2. Write an Issue Resolution Report to document in preparation for the pending complaints. 3. Call the those that were not selected first, then call your chosen candidate and congratulate them before the day is over. As you ponder these tasks, you wonder how something that started out so fulfilling could become so negative. The Task at Hand As you begin to write your Issue Resolution Report, consider the following: 1. What have the aggrieved employees felt and experienced that causes them to respond with a formal EEO claim? 2. What are the facts in your decision? Why did you choose the candidate you selected? Justify with facts. 3. What can you do to help resolve the situation? What can you offer the candidates not selected, to address their concerns? 4. Search your heart and mind and determine if you do have any biases that may influence your decision . 5. What is your plan of action? What steps will you recommend to resolve the issue and minimize the impacts? 6. Finally, consider any relevant laws or legal cases you can reference

Moral Dilemma
A moral dilemma involves a situation in which the agent has only two courses of action available, and each requires performing a morally impermissible action.. Plato presents the classic example of a moral dilemma. A man borrows a weapon from his neighbor promising to return it at his neighbors request. One day the neighbor in a fit of rage, asks for the weapon back apparently with the intention to kill someone. The man is faced with a dilemma: if he keeps his promise, then he will be an accessory to a murder if he refuses to hand over the weapon, than he violates his promise. A moral dilemma, then, is a situation, involving a choice between two opposing courses of action, where there are moral considerations in support of each course of action. Few would doubt whether we are in fact faced with difficult moral choices. The question raised by philosophers, though, is whether such dilemmas can be systematically resolved, or whether no systematic solution is available.

The most commonly suggested method of resolving conflicts between obligations is to appeal to the highest intrinsic good. A thing is intrinsically good when it is valued for itself and not merely as an instrument or means to some further end. Money is instrumentally good since it only provides a means to some further good, such as the purchase of a sports car. Music, on the other hand, is thought to be intrinsically good since it is valued for itself and not as a means to something else. Moral philosophers are concerned with uncovering the highest intrinsic good - that which is at the apex of everything that is valued. Human happiness is a common candidate for the highest intrinsic good since everyone strives for happiness, and happiness appears to be the final goal of all our actions. Other nominees for the highest intrinsic good are pleasure, human rationality, God’s will, free human choice, and highly evolved conduct.

Theoretically, if we can determine that pleasure, for example, is the highest intrinsic good, then conflicts between moral obligations would be resolved by determining which course of action produces the most pleasure. Similarly, if God’s will is determined to be the highest intrinsic good, priority would be given to those actions which are most in accord with God’s will. Thus, by locating the highest intrinsic good, moral dilemmas are resolved by appealing to that concept.

Assignment
The following is a list of some moral dilemmas, mostly adapted from Moral Reasoning, by Victor Grassian (Prentice Hall, 1981, 1992). Read each situation carefully.

You are to respond to the following directions for FOUR (4) of the eight dilemmas presented.

• Describe the decision that you would make in the situation and explain. Why.
• Identify the moral theory/ethic (such as “I would follow my conscience,” “I would do what God or the scriptures say is right,” “I would follow the advice of an authority,” etc.) on which you based your decision and explains how it applies to this situation.
• At the conclusion of responding to four of the moral dilemmas, write a final paragraph in which you compare the moral values you presented in your answers. State whether your answers consistently used the same theories/ethics or greatly varied. Based on your analysis of your moral values presented above, describe your general conclusions about your own “moral compass.”
*You should have a total of five (5) paragraphs; each one should be between 4-8 sentences. Grammar and format count.




1. The Overcrowded Lifeboat
In 1842, a ship struck an iceberg and more than 30 survivors were crowded into a lifeboat intended to hold 7. As a storm threatened, it became obvious that the lifeboat would have to be lightened if anyone were to survive. The captain reasoned that the right thing to do in this situation was to force some individuals to go over the side and drown. Such an action, he reasoned, was not unjust to those thrown overboard, for they would have drowned anyway. If he did nothing, however, he would be responsible for the deaths of those whom he could have saved. Some people opposed the captain’s decision. They claimed that if nothing were done and everyone died as a result, no one would be responsible for these deaths. On the other hand, if the captain attempted to save some; he could do so only by killing others and their deaths would be his responsibility; this would be worse than doing nothing and letting all die. The captain rejected this reasoning, since the only possibility for rescue required great effort of rowing, the captain decided that the weakest would have to be sacrificed.. In this situation it would be absurd, he thought, to decide by drawing lots who should be thrown overboard. As it turned out, after days of hard rowing, the survivors were rescued and the captain was tried for his action. If you had been on the jury, how would you have decided?

2. A Father’s Agonizing Choice
You are an inmate in a concentration camp. A sadistic guard is about to hang your son who tried to escape and wants you to pull the chair from underneath him. He says that if you don’t he will not only kill your son but some other innocent inmate as well. You don’t have any doubt that he means what he says. What should you do?

3. Sophie’s Choice
In the novel Sophie’s Choice, by William Styron (Vintage Books, 1976 — the 1982 movie starred Meryl Steep & Kevin Kline), a Polish woman, Sophie Zawistowska, is arrested by the Nazis and sent to the Auschwitz death camp. On arrival, she is “honored” for not being a Jew by being allowed a choice: One of her children will be spared the gas chamber if she chooses which one. In an agony of indecision, as both children are being taken away, she suddenly does choose. They can take her daughter, who is younger and smaller. Sophie hopes that her older and stronger son will be better able to survive, but she loses track of him and never does learn of his fate. Did she do the right thing? Years later, haunted by the guilt of having chosen between her children, Sophie commits suicide. Should she have felt guilty?

4. The Fat Man and the Impending Doom
A fat man leading a group of people out of a cave on a coast is stuck in the mouth of that cave. In a short time high tide will be upon them, and unless he is unstuck, they will all be drowned except the fat man, whose head is out of the cave. [But, fortunately, or unfortunately, someone has with him a stick of dynamite.] There seems no way to get the man loose without using [that] dynamite which will inevitably kill him; but if they do not use it everyone will drown. What should they do?

5. A Callous Passerby
Roger Smith, a quite competent swimmer, is out for a leisurely stroll. During the course of his walk he passes by a deserted pier from which a teenage boy who apparently cannot swim has fallen into the water. The boy s screaming for help Smith recognizes that there is absolutely no danger to himself if he jumps into save the boy-he could easily succeed if he tried. Nevertheless, he chooses to ignore the boy’s cries. The water is cold and he is afraid of catching a cold — he doesn’t want to get his good clothes wet either. “Why should I inconvenience myself for this kid,” Smith says to himself and passes on. Does - Smith have a moral obligation to save the boy? If so, should he have a legal obligation [“Good Samaritan” laws] as well?


6. A Poisonous Cup of Coffee
Tom, hating his wife and wanting her dead, puts poison in her coffee, thereby killing her. Joe also hates his wife and would like her dead. One day, Joe’s wife accidentally puts poison in her coffee, thinking it’s cream. Joe has the antidote, but he does not give it to her. Knowing that he is the only one who can save her, he lets her die. Is Joe’s failure to act as bad as Tom’s action?

7. The Torture of the Mad Bomber
A madman who has threatened to explode several bombs in crowded areas has been apprehended. Unfortunately, he has already planted the bombs and they are scheduled to go off in a short time. It is possible that hundreds of people may die. The authorities cannot make him divulge the location of the bombs by conventional methods. He refuses to say anything and requests a lawyer to protect his 5th amendment right against self-incrimination. In exasperation, some high level official suggests torture. This would be illegal, of course, but the official thinks that it is nevertheless the right thing to do this desperate situation. Do you agree? If you do, would it also be morally justifiable to torture the mad bomber’s innocent wife if that is the only way to make him talk? Why?

8. The Partiality of Friendship
Jim has the responsibility of filling a position in his firm. His friend Paul has applied and is qualified, but someone else seems even more qualified. Jim wants to give the job to Paul, but he feels guilty, believing that be ought to be impartial. That’s the essence of morality, he initially tells himself. This belief is, however, rejected, as Jim resolves that friendship has a moral importance that permits, and perhaps even requires, partiality in, some circumstances. So he gives the job to Paul. Was he right?

1. What “cost of quality” criteria (i.e., prevention, appraisal, internal failure, and external failure costs) might be included in an analysis at the following stages of a global diamond supply chain---mining, cutting and polishing centers, and retail jewelry store? Explain. Provide examples.

   The Global Value Chain for Diamonds

   A simple way to view the major stages of the diamond value chain is exploration, mining, rough diamonds, polished diamonds, and customer jewelry. It is normally 18 to 36 months from the time a diamond is mined until it reaches a retail store. Rare or large stones often reduce this processing time by one-half. The supply chain is global since no one country or company performs all the work required to bring a diamond to its final resting place – customer jewelry. About one-half of rough diamonds are used in industrial applications such as oil and gas drilling equipment and metal cutting tools. The major stages of the global value chain for diamonds can be defined in numerous ways but usually consists of the following stages.

   Exploration

   A diamond is a unique pyramidal structure of carbon atoms. Billions of years ago heat and pressure deep inside the earth created natural diamonds. The ancient Greek word for diamond means “unbreakable.” Historically, much of the diamond industry involves African countries and sometimes the exploitation of native people. Russia and Africa account for 70 percent of the world’s diamond reserves.

   Major corporations that focus on diamond mining, production, and sales include DeBeers, with about 37% market share. DeBeers is a Kimberley, South Africa based corporation with mines and facilities in South Africa, Tanzania, Botswana, and Namibia.   ALROSA is a Russian state-owned corporation with about 30% market share, and with mines and facilities in Russia and Angola. Rio Tinto is an Australian corporation that mines diamonds, iron, copper, uranium, aluminum, gold, and coal, with about a 5% global market share in diamonds. Its mines and facilities are in Australia, Zimbabwe, Africa, and Canada. Other firms such as Aber, BHP Billiton, and Leviev compete in the diamond industry.

   Mining

   The two major ways to mine rough diamonds are an open-pit method, where rock and soil at the surface are excavated; and underground mining. First-level sorting is done at this stage, to separate gem-quality stones from obvious industrial grade stones.

   The controversies begin at this stage of the diamond value chain. The 2006 movie Blood Diamond, for example, starring Leonardo DiCaprio, Jennifer Connelly, and Djimon Hounsou, highlighted militant groups and corrupt governments trying to get their share of “blood diamond” revenues to fund revolutions and wars. Conflict-free diamonds are supposed to be free of other injustices such as child labor, smuggling, worker exploitation, and sexual violence. And, of course, ethical supply chains try to prevent all of the previous cited issues, plus worker accidents, environmental pollution, deceitful grading of diamonds, deforestation, poverty, low wages, and so on.

   Sorting and Grading

   The basic criteria for grading diamonds include size (carats), color, shape, and quality. At this stage second-level sorting and grading begins at separate locations from the mines. About 20-25 percent of rough diamonds are used in the retail value chain while the rest are used for industrial proposes. Human eyes, hands, and expertise assess the quality and value of most diamonds. Advanced machines do some of the sorting and grading process for smaller stones. But sorting and grading diamonds is not an exact science even with current industry regulations and quality standards.

   Cutting and Polishing Centers

   The Four C’s – Cut, Color, Clarity, and Carat weight – are used to further classify diamonds at a production facility, located in cities like Dubai, New York, Johannesburg, Hong Kong, London, Tel Aviv, Antwerp, and Mumbai.

   Normally, by the end of this stage one-half to two-thirds of the rough diamond is waste. For example, a ten-carat rough diamond might result in a three- to five-carat diamond that can be set in customer jewelry. Much of the waste is used in industrial diamond applications or by the cutters themselves for cutting and polishing.

   During the Great Recession smaller diamond cutters and polishers went out of business while larger firms gained market share. Cutting and polishing costs-per-carat range from about $100 in Antwerp, New York, and Tel Aviv; to $10 to $50 in India, China, and Thailand. Diamond defects and errors can take many forms in this industry: impurities, optical flaws, mixed colors, crystal flaws, cutting mistakes, and non-ethical diamonds. The cutter must decide how best to cut the rough diamond to remove defects, keep the most carat weight possible, and make the diamond as perfect as possible.

   The quality of a rough diamond can be enhanced or hindered by the way the rough diamond is cut and polished. High-quality rough diamonds of over 20 carats almost always go to the world’s best cutters and polishers.

   Trading Centers

   A current industry trend is the consolidation of cutting and polishing with trading centers into a “diamond hub” in cities like New York, Tel Aviv, Antwerp, Dubai, and Mumbai. Major producers like DeBeers sell most of their diamonds based on long-term contracts to a select group of buyers and sellers. Long-term contracts provide price and demand stability, predictable buyers and sellers, and large sales volumes. Trading centers and producers are sometimes accused of forming price-controlled cartels by holding back diamond stocks (reserves) to maintain retail prices. Another way to limit supply in the global diamond market is for major producers to sell diamonds only to their “site holders.” A site holder can be a company or individual who can only buy direct from major producers. If all reserves of diamonds were released, supply would greatly exceed demand, and diamond prices would plummet.

   However, new sales channels are emerging that take advantage of Internet capabilities such as on line auctions and virtual sales platforms. Sales take many forms such as face-to-face negotiations, take-it-or-leave it on line offers at fixed prices, live on line auctions with multiple bidding rounds, and time limited on line auctions. In addition, physical diamond auctions take place at Sotheby’s and Christie’s.

   Jewelry Manufacturing

   Manufacturing transforms cut, polished, and graded diamonds into customer jewelry. Often a custom setting for the stones includes pouring hot metal into a ring or jewelry mold; and/or metal machine fabrication, milling, and polishing. Standard diamond ring production exhibits both job and flow shop characteristics while custom jewelry is a job shop. Diamond defects can be hidden by the clever design of customer jewelry. Here the jewelry artist or customer designs how the finished diamond will be displayed

   . Over $50 billion in value is added at the jewelry manufacturing and retail store stages.

   Retailing

   In the diamond value chain, Tiffany & Company and Cartier are two examples of luxury goods retailers that enjoy high margins. The price per carat (value) of a typical diamond usually increases eight to ten times from mining to retail store as each stage of the value chain adds its profit margin. After the original sale, most diamonds don’t wear out so they are resold (recycled) many times within the value chain. The “diamond is forever” slogan also applies to generating repeat sale profits.  

   To further complicate customer- and trading-center buying decisions, diamond buyers must cope with whether the diamond is synthetic. In one audit by the International Gemological Institute with a sample of 1,000 stones over one-half were found to be synthetic diamonds. Moreover, the synthetic diamonds had human-engineered flaws to make them appear as natural stones. Only expert gemologists with special equipment can tell the difference between a natural and synthetic stone.

   From the viewpoint of natural diamond producers, synthetic diamond pollution is an ever-increasing industry problem. A four-carat synthetic diamond might sell for a few hundred dollars. In addition, synthetic diamond producers argue their diamonds are brighter and clearer than natural stones, and the only true ethical diamonds.

   The Kimberley Process Certification Scheme (KPCS)

   A multitude of industry-related associations, governments, and corporations have adopted quality and sustainability standards, trade regulations and laws, and certification programs to ensure no conflict or blood diamonds enter their value chain. But diamond traceability along the value chain is very poor. Few diamond producers or retailers actually investigate the route their diamonds take along the supply chain. Diamond smugglers and corrupt governments often certify diamonds without complete investigations while worker exploitation and environmental pollution continues.

   In 2003 in Kimberly, South Africa the KPCS was designed to certify rough diamond shipments as “conflict-free” and prevent conflict diamonds from entering the value chain. This initiative has been somewhat successful but fake KPCS certification documents have been found throughout the value chain. A recent initiative is to etch a serial number on each non-conflict diamond with a laser that is not visible to the human eye. The KPCS process is criticized for focusing on front-room customer perceptions, not back-room supply chain practices.

Complete the project functions for this week. These functions are main_menu(), column_full() and get_move(). To complete these functions, first remove the library function call from the function in the template (main_menu_lib, etc), then replace that with your own code to complete the function. You can test your functions separate from the project by creating a small main() function that calls them (with appropriate inputs), or you can compile the entire project and see if it works.main_menu(): This function displays the main menu to the user, which should say "Welcome to the Connect 4 Game", and then prompt the user to ask if they would like to start a new game (press 'n'), load a game (press 'l') or quit (press 'q'). If the user selects new game, the main_menu function should return 1. If they select load game, it should return 2, and if they choose quit it should return -1. If any other input is entered, the user should be prompted to re-enter their choice until a valid input is chosen.column_full(): This function takes the entire board (a COLS x ROWS array of ints) as input as well as a single integer representing the column number to be checked. Note that this input is between 1 and COLS, not0 and COLS-1 so does not correspond exactly to the array dimension.Your function should then check if the specified column is full or not, and return 1 if full, 0 otherwise. The column is full if every element in the column is non-zero.get_move(): This function takes the entire board (a COLS x ROWS array of ints) as input, and then reads a column number from the user, checks that the supplied column is valid (between 1 and COLS), not full (using the column_full() function you've already written) and then returns the valid column number. If the input is invalid or the column is full, an appropriate error message should be displayed and the user asked to enter another column.

TEMPLATE FILE:

#include 
#include 
#include 
#include 
#include 
#include "connect4.h"

int main ( void ){

    int option ;
        Game g ;

        // intitialise random seed
        srand(time(NULL));

    while (( option = main_menu()) != -1 ){
        if ( option == 1 ){
            // setup a new game
            setup_game ( &g ) ;
            // now play this game
            play_game ( &g ) ;
        } else if ( option == 2 ){
            // attempt to load the game from the save file
            if ( load_game ( &g, "game.txt" ) == 0 ){
                // if the load went well, resume this game
                play_game ( &g ) ;
            } else {
                printf ( "Loading game failed.\n") ;
            }
        } else if ( option == -1 ){
            printf ( "Exiting game, goodbye!\n") ;
        }
    }
}

// WEEK 1 TASKS
// main_menu()
// column_full()
// get_move()

// displays the welcome screen and main menu of the game, and prompts the user to enter an option until
// a valid option is entered.
// Returns 1 for new game, 2 for load game, -1 for quit
int main_menu ( void ){

    // Dipslay Welcome message

    // Continue asking for an option until a valid option (n/l/q) is entered
    // if 'n', return 1
    // if 'l', return 2
    // if 'q', return -1
    // if anything else, give error message and ask again..

    return main_menu_lib () ;
}


// Returns TRUE if the specified column in the board is completely full
// FALSE otherwise
// col should be between 1 and COLS
int column_full ( int board[COLS][ROWS], int col ){

    // check the TOP spot in the specified column (remember column is between 1 and COLS, NOT 0 and COLS-1 so you'll need to modify slightly
    // if top spot isn't empty (0 is empty) then the column is full, return 1
    // otherwise, return 0
    return column_full_lib ( board, col ) ;
}


// prompts the user to enter a move, and checks that it is valid
// for the supplied board and board size
// Returns the column that the user has entered, once it is valid (1-COLS)
// note that this value is betweeen 1 and COLS (7), NOT between 0 and 6!!
// If the user enters 'S' or 's' the value -1 should be returned, indicating that the game should be saved
// If the user enters 'Q' or 'q' the value -2 should be returned, indicating that the game should be abandoned
int get_move ( int board[COLS][ROWS] ){

    // repeat until valid input is detected:

    // read a line of text from the user
    // check if the user has entered either 's' (return -1) or 'q' (return -2)
    // if not, read a single number from the inputted line of text using sscanf
    // if the column is valid and not full, return that column number
    // otherwise, give appropriate error message and loop again

    return get_move_lib ( board ) ;
}


// END OF WEEK 1 TASKS

#ifndef CONNECT4_H
#define CONNECT4_H 1

#define ROWS 6      // height of the board
#define COLS 7      // width of the board (values of 9 are going to display poorly!!)

// These lines detect what sort of compiler you are using. This is used to handle the time delay
// function wait() in various operating systems. Most OS will use sleep(), however for windows it is
// Sleep() instead.
#ifdef _WIN32
    #include <windows.h>
#else
    #include <unistd.h>
#endif

typedef struct {

    int player1, player2 ;      // variables for each player - 1 for human, 0 for computer player
    int board[COLS][ROWS] ;     // the game board. 0 for empty space, 1 for player 1, 2 for player 2
                                // Note that row 0 is the TOP row of the board, not the bottom!
                                // column 0 is on the left of the board
    int turn ;                  // whose turn it is, 1 or 2
    int winner ;                // who has won - 0 for nobody, 1 for player 1, 2 for player 2
} Game ;

// displays the welcome screen and main menu of the game, and prompts the user to enter an option until
// a valid option is entered.
// Returns 1 for new game, 2 for load game, -1 for quit
int main_menu ( void ) ;

// displays the board to the screen
int display_board ( int[COLS][ROWS] ) ;


// sets up the game to a new state
// prompts the user if each player should be a human or computer, and initialises the relevant fields
// of the game structure accordingly
int setup_game ( Game *g ) ;


// Returns TRUE if the specified column in the board is completely full
// FALSE otherwise
// col should be between 1 and COLS
int column_full ( int[COLS][ROWS], int col ) ;


// plays a game until it is over
int play_game ( Game *g ) ;


// prompts the user to enter a move, and checks that it is valid
// for the supplied board and board size
// Returns the column that the user has entered, once it is valid (1-COLS)
// note that this value is betweeen 1 and COLS (7), NOT between 0 and 6!!
// If the user enters 'S' or 's' the value -1 should be returned, indicating that the game should be saved
// If the user enters 'Q' or 'q' the value -2 should be returned, indicating that the game should be abandoned
int get_move ( int[COLS][ROWS] ) ;

// calcualtes a column for the computer to move to, using artificial "intelligence"
// The 'level' argument describes how good the computer is, with higher numbers indicating better play
// 0 indicates very stupid (random) play, 1 is a bit smarter, 2 smarter still, etc..
int computer_move ( int[COLS][ROWS], int colour, int level ) ;

// adds a token of the given value (1 or 2) to the board at the
// given column (col between 1 and COLS inclusive)
// Returns 0 if successful, -1 otherwise
int add_move ( int b[COLS][ROWS], int col, int colour ) ;

// determines who (if anybody) has won.  Returns the player id of the
// winner, otherwise 0
int winner ( int[COLS][ROWS] ) ;

// determines if the board is completely full or not
int board_full ( int[COLS][ROWS] ) ;


// saves the game to the specified file. The file is text, with the following format
// player1 player2 turn winner
// board matrix, each row on a separate line
// Example:
//
//1 0 1 0        player 1 human, player 2 computer, player 1's turn, nobody has won
//0 0 0 0 0 0 0  board state - 1 for player 1's moves, 2 for player 2's moves, 0 for empty squares
//0 0 0 0 0 0 0
//0 0 0 2 0 0 0
//0 0 0 2 0 0 0
//0 2 1 1 1 0 0
//0 2 2 1 1 2 1
int save_game ( Game g, char filename[] ) ;


// loads a saved game into the supplied Game structure. Returns 0 if successfully loaded, -1 otherwise.
int load_game ( Game *g, char filename[] ) ;


// waits for s seconds - platform specific! THIS FUNCTION IS INCLUDED IN THE LIBRARY, NO NEED TO WRITE IT!
void wait_seconds ( int s ) ;


// library versions of functions. Exactly the same behaviour done by course staff. Please just call these if you have not completed your version as yet.
int display_board_lib ( int[COLS][ROWS] ) ;
int setup_game_lib ( Game *g ) ;
int column_full_lib ( int[COLS][ROWS], int col ) ;
int play_game_lib ( Game *g ) ;
int get_move_lib ( int[COLS][ROWS] ) ;
int add_move_lib ( int b[COLS][ROWS], int col, int colour ) ;
int winner_lib ( int[COLS][ROWS] ) ;
int board_full_lib ( int[COLS][ROWS] ) ;
int computer_move_lib ( int[COLS][ROWS], int colour, int level ) ;
int save_game_lib ( Game g, char filename[] ) ;
int load_game_lib ( Game *g, char filename[] ) ;
int main_menu_lib ( void ) ;


#endif

4. In the covalent compaound HCL, H-Cl, or H:Cl, which element has the greater electronegativity? __________ The shared electrons should be closer to ________.

3. Of the following pH values, which indicates a weak basic solution?

a.) 2.7         b.) 8.3         c.) 4.2       d.) 10.8        e.) 14.0

A. Dissociation of Water Molecules

H2O + H2O -----------------> H3O^+ + OH^-

                  <----------------

B. Acids and Bases

At equilibrium in pur water at 25 degrees Celsius, the number of H+ ions = number of OH- ions.

[H^+] = [OH^-]; M = 10^-7

[H+] = [OH^-] neutral.                       [H^+]>[OH^-] acidic.                      [H^+]<[OH^-] basic.

1. HCl ionizes completely in water. What is the [H^+[ of a 0.01 M solution? What is the pH?

2. Is the hydrogen ion concentration of pH 3 solution high or lower than that of solution with a pH of 6?

3. If one solution has 100 times as many hydrogen ions as another solution, what is the difference, in pH units, between the two solutions?

4. If solution A contains 1 X 10^-6 M H^+ ions and solution B contains 1 X 10^-8 M H^+ ions, which solution contains more H^+ ions?

5. Make a statement relating hydrogen ion concentration to the acidity and basicity of solutions.

6. HA is an acid that ionizes 10% in solution. What is the [H^+] of a 0.01 M solution of HA? What is its pH?

7. What is the [H^+] of a solution whose pH is 8? What is the [OH^-]?

8. Complete the following tables

[H+]                          |                   [OH-]                |                   pH

blank                        |              1 X 10^-6                |                blank

blank                        |             blank                  |                    4

1 X 10^-3                  |                 blank                  |                blank

BUFFERS

         A buffer solution maintains a constant pH upon the addition of small amounts of either acid or base. A buffer consists of a weak acid and a weak base. A buffer solution can 'sponge up" excess H^+ if added to a solution, or it can release H^+ if the H^+ concentration drops.

1. When a strong acid is added to water, the pH of the solution should go ____________ up/down.

2. When a strong base is added to water, the pH of the solution should go _____________up/down.

SOLUTIONS

       A solution consists of a solute dissolved in a solvent. A method of expressing solution concentration is in the term of molarity, or moles of solute per liter of solution. A mole of a compound is the number of grams of that compound equal to its molecular mass.

       The atomic mass (weight) of hydrogen is 1 and that of oxygen, 16. The molecular mass (weight) of water, H2O, which consists of 2H and 1O, is (2 X 1) + ( 1 X 16), or 18. Therefore, one mole of water has a mass of 18 g.

       A 1-molar (1M) glucose solution contains 1 mole (180 g) of glucose dissolved in enough water to make 1 liter of solution. To calculate the amount of solute required to make a liter of M solution, simply multiply the gram molecular weight by the molarity.

Use the following atomic masses in making calculations:

H          1                            O          16                      N        14

Mg       24                           S          32                      P        31

Na       23                           Cl          35.5                   C        12.

1. a. When oxygen dissolves in water, oxygen is the _____.

    b. When alcohol is dissolved in water, alcohol is the _____.

   c. When salt is dissolved in water, water is the ________.

2. Compute the molecular mass of ATP (C11H18O13N5P3);

Element                  Number of Atoms       x             Atomic Mass             =              Molecular Mass

______                   _______________      x            _____________           =              ______________

______                   _______________      x            _____________           =              ______________

______                   _______________      x            _____________           =              ______________

______                   _______________      x            _____________           =              ______________

______                   _______________      x            _____________           =              ______________

                                                                              Total                        =               _____________

3. To prepare a 1 M MgSO4 solution, take ______ mole(s) of MgSO4 and dissolve in enough water to prepare _______ (how much?) solution.

4. To prepare a 1 M MgSO4 solution, take ______ g of MsSO4 and dissolve in enought water to make 1 liter of solution.

5. To prepare a 0.1 M NaCl solution, take ______ mole(s) of NaCl and dissolve in enought water to make 1 liter of solution.

6. To prepare a 0.1 M NaCl solution, take ______ g of NaCl and dissolve in enought water to make 1 liter of solution.

7. A 0.2 M solution of NaCl contains ________ g of NaCl in 1 L of ___________.

           Grams of solute = molecular weight (in grams) X volume (in liters) X molarity

8. How would you prepare 500 ml of a 0.4 M solution of NaCl?

9. How would you prepare 250 ml of a 2 M solution of NaCl?