How should the new company be structured in terms of reporting responsibilities and the size of the sales force?

Read Spectrum Brand, Inc.: The Sales Force DilemmaThis case study requires you to use all the information you’ve learned over the semester in this course. It is a complex case, which is to say it is about average for situations in the business world. Read the case a couple of times to understand what is really going on (it’s not obvious). Read and understand the financials.THEY ARE CRITICAL TO THE CASE. You are to recommend what Bob Falconi should do. Specifically, answer these questions: 1) How should the new company be structured in terms of reporting responsibilities and the size of the sales force? 2) Should Spectrum try to structure itself similarly to its competition or did their operations require a different approach? I’m looking for 5-7 pages (not including any title pages or reference pages).

Explain in detail the characteristics of the types of business ownership structures using real-world examples to illustrate. Be sure to provide at least one example for each type.

There are four main types of legal ownership for businesses in the United States. These are sole proprietorship, general partnership, limited liability company (LLC), and corporation. These differ from one another on a few major characteristics such as number of owners, operational requirements, and federal taxation.Using the online library resources, and the Internet, research these and other major characteristics of the four types of business ownership.Download and complete the following table on the types of business ownership structures: (Attached is the document that needed to be downloaded)Explain in detail the characteristics of the types of business ownership structures using real-world examples to illustrate. Be sure to provide at least one example for each type.Write a 1–2-page paper in Word format. Apply APA standards to citation of sources. Submit both your completed table and your paper for grading

Analyze which project management concepts were not respected by the project managers and were these lapses occurred.

The purpose of project management is to increase successful software implementation. The article titled “7 Project Management Types and When to Use Them” provides multiple project management methodologies that maximize the success of projects. An example of a failed project can be found in The Global Backlash Against Facebook’s Digital Currency Project. (3:38).Identify an IT system development failure that occurred within the last two years. Do not repeat an example from earlier in the course or one that has been posted by another student.Analyze which project management concepts were not respected by the project managers and were these lapses occurred.Describe how you might have spoken up had you been on the steering committee.Be sure to respond to at least one of your classmates’ posts.SourcesMeredith Wood. 2019. 7 Project Management Types and When to Use Them. https://www.projectsmart.co.uk/7-project-management-types-and-when-to-use-them.phpWall Street Journal. 2019. The Global Backlash Against Facebook’s Digital Currency Project. https://on.wsj.com/2W4HJUW

Describe how you plan to lead your group to make the best decision; address the four major steps.

Your stakeholders have asked the project team to recommend a solution to an unanticipated issue in the project. Describe how you plan to lead your group to make the best decision; address the four major steps. What project management tools would you use to prevent groupthink? How would you respond if a team member makes the following suggestion: “We should brainstorm and then critique each other’s ideas.”

For each of these cases, determine whether the Markov chain is irreducible, and whether it is aperiodic.

A chess piece is wandering around on an otherwise vacant 8×8 chessboard. At each move, the piece (a king, queen, rook, bishop, or knight) chooses uniformly at random where to go, among the legal choices (according to the rules of chess, which you should look up if you are unfamiliar with them).(a) For each of these cases, determine whether the Markov chain is irreducible, and whether it is aperiodic. Hint for the knight: Note that a knight’s move always goes from a light square to a dark square or vice versa. A knight’s tour is a sequence of knight moves on a chessboard such that the knight visits each square exactly once. Many knight’s tours exist.(b) Suppose for this part that the piece is a rook, with initial position chosen uniformly at random. Find the distribution of where the rook is after n moves.(c) Now suppose that the piece is a king, with initial position chosen deterministically to be the upper left corner square. Determine the expected number of moves it takes him to return to that square, fully simplified, preferably in at most 140 characters.(d) The stationary distribution for the random walk of the king from the previous part is not uniform over the 64 squares of the chessboard. A recipe for modifying the chain to obtain a uniform stationary distribution is as follows. Label the squares as 1, 2, . . . , 64, and let di be the number of legal moves from square i. Suppose the king is currently at square i. The next move of the chain is determined as follows: Step 1: Generate a proposal square j by picking uniformly at random among the legal moves from i. Step 2: Flip a coin with probability min(di/dj, 1) of Heads. If the coin lands Heads, go to j. Otherwise, stay at i. Show that this modified chain has a stationary distribution that is uniform over the 64squares.

How effective was Freeman-Brown as an open system at the time of the closure?

assignment#1: Refer to the “Freeman-Brown Private School Case Study” document for details pertaining to this assignment.The board of directors at Freeman-Brown Private School (FBPS) has hired you as part of a consulting team to review the situation and present your findings and recommendations. Write a paper (1,250-1,500 words) that discusses the case. Complete this assignment from the perspective of the hired consultants. Respond to the following questions:Review how organizations interact with their external environment (as open systems and complex adaptive systems). How effective was Freeman-Brown as an open system at the time of the closure? How effective was Freeman-Brown as a complex adaptive system at the time of the closure?Review your reading this week on the internal environment of organizations. What is your evaluation of the organizational culture andorganizational climate at the time the decision to close two campuses was made?What is your evaluation of the decision made by Dr. Murphy and Caudill? What is your evaluation of the process of going about the closure?Was FBPS demonstrating social responsibility? Discuss the closure impact on three specific stakeholders. Provide an explanation, using appropriate management theories, for how the administration could have handled the closure effectively with stakeholders? Include one theory from each of the following: the classical approach, the human relations approach, and the modern management approach.You have been asked to suggest two goals: one long-term and one short-term goal for the future direction of FBPS. Justify your decision.Present a concluding statement that integrates the 4 functions of management as a means to revamp management at FBPS and meets the recommended goals.Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.You are required to submit this assignment to Turnitin. Please refer to the directions in the Student Success Center.##############################assignment#2: Write a paper (1,500-1,750 words) in which you address the following based on the information provided in the “West Coast Transit Case Study” resource.Define the three criteria for evaluating effective team/group work (as stated in the reading this week) and analyze whether the “team” assembled by Bernie Hollis and Pete Denson is effective or not.Provide a review of each of Tuckman’s five stages of group formation and identify what stage(s) are evident in the case. Explain your answer.Define Schein’s three behavioral profile roles during team entry and identify how the profiles are demonstrated in the case. Explain your answer.Was the communication among the participants in the case effective or not? Justify your answer (this is not just an opinion).The Organizational Behavior textbook describes two main types of conflict. Define them and then describe the type (s) of conflict that are evident in the case.Propose how Denson should manage the conflict in this case using one direct conflict management and one indirect conflict management approach? Explain your response.Identify one specific task leadership activity and one specific maintenance activity that should be encouraged. Identify the most significant disruptive behavior that should be discouraged.Identify the most obvious individual motivational problems experienced by Jing, Mahonney, and Tanney. How should Denson motivate each person? Be sure to provide a specific motivational suggestion for each person based on that person’s motivational needs. Ensure that at you have at least one suggestions from each of the motivational theories/techniques (content theories, process theories, and reinforcement strategies).Use at least two academic resources as references for this assignment.Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.You are required to submit this assignment to Turnitin. Please refer to the directions in the Student Success Center.####################assignment#3: This is a Collaborative Learning Community (CLC) assignment.Many names are recognized as notable business leaders. Steve Jobs, Bill Gates, Elon Musk, Mark Zuckerberg, Jack Welch, and Colleen Barrett are all leaders identified for their unique approach to leading people. Please review the “Contemporary Business Leaders” resource for a list of additional business leaders. Select one leader from this list discuss (in 1,250-1,500 words) what you have learned about the selected individual as a leader and the leadership style that leader embodies. Address the following in your discussion:Identify a leader and justify why you selected that particular leader. With what organizations is the leader affiliated? In what industry is the leader recognized? How long was the leader in a leadership position?Discuss which leadership theory best describes the chosen leader’s approach to leading people. What was the leader’s greatest career achievement?Identify a significant career challenge the leader faced and how the leader handled the challenge. Did the response align more with a managerial role or a leadership role?What power base did the leader use in handling or resolving the challenge?Compare the leadership style used by your selected leader against that of the leader’s successor/predecessor (or competitor, if a successor/predecessor is not applicable). Was there a difference in the leadership styles? Which leader do you think is more effective and why?Provide a discussion on two to three attributes a leader should emulate or avoid based on course materials. Describe how these characteristics would be beneficial or detrimental in an organizational setting.You are required to use at least two external sources to provide evidence in support of the leadership style displayed by your selected leader. The rationale should be justified; this should not be completed based on an opinion.Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.########################assignment#4: The major responsibilities of human resources management (HRM) are attracting, developing, and maintaining a quality workforce. Research an organization, with which you are familiar, that is in need of a change and present how you will manage the change process by incorporating the three essential duties of HRM.Choose one subsystem to change and write a 1,250-1,500 word paper addressing the following questions that pertain to the major human resource management responsibilities and to change management. Strengthen your recommendations by showing how your proposed changes are working in another similar organization that is successful.Address following in your paper:Provide an overview of the organization you have chosen including three subsystems of the organization, three stakeholders of the organization, and the reason for selecting this organization.What one major organizational subsystem needs to be changed in the organization? Justify your choice. How does it compare to a similar successful organization?How will the subsystem change affect the two other subsystems within the organization that you have identified and how will you realign the total system?Identify and explain how you would ensure that the proposed change will satisfy any three stakeholders of the organization?How should the organization attract, develop, andmaintainthe workforce required to bring about your proposed change?Choose at least one of the following in your discussion about attracting a quality workforce to support the change in Questions 2 and 3 above: human resource planning, recruitment, or selection.Choose at least one of the following in your discussion about developing a quality workforce to support the change in Questions 2 and 3 above: (and this must tie in to 4a too): employee orientation, training and development, or performance appraisal.Choose at least one of the following in your discussion about maintaining a quality workforce to support the change in Questions 2 and 3 above (and must relate to 4a and 4b): career development, work-life balance, compensation and benefits, employee retention and turnover, or labor-management relations.Integrate a faith-based or worldview-based component in the paper and make a clear connection on how it informs the groups’ management practices. (NOTE: Individuals all have a worldview, and that worldview influences their decisions, values, and perceptions. It also affects how they manage people, or think they should be managed. For this assignment, this requirement relates to the worldview of the presenters.Include at least four academic references to support your position. One of them should directly relate to the company discussed in your paper and another to the organization to which you are comparing it.Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.You are required to submit this assignment to Turnitin. Please refer to the directions in the Student Success Center.

Explore the interconnections between the life story of a person you interview and the larger social structure or culture.

Required ResourcesRead/review the following resources for this activity:Textbook: Chapter 1-16Lesson: Week 1-7Minimum of 4 outside scholarly sources in addition to the textbook/lessonOne personal interview of another adult of your choosingIntroductionAs you learned in Week 3, for your Socioautobiography Narrated PowerPoint assignment, there is a strong tradition of creating both sociologically informed biographies and sociologically-informed autobiographies in the discipline of sociology. The socioautobiography is a “disciplined, systematic exploration of one’s life from a sociological point of view” (Hill, 2009, p. 3). Also, the sociobiography is the systematic exploration of another person’s life from a sociological point of view.For this assignment, you will be building upon the work you began in your Week 3 Socioautobiography Narrated PowerPoint. For this week’s assignment, you will interview an adult person of your choosing and complete a sociobiography of that person, and present that in a narrated PowerPoint. You will also compare and contrast that person’s sociological characteristics with your own.To begin this assignment, consider the sociological concepts you focused on for your Week 3 assignment about yourself and consider what sociological concepts you would like to compare and contrast with the person you interview.InterviewLocate an adult willing to be interviewed about their life story. The person can be any adult you choose, whether in your family or outside your family. Be sure to inform that person that you will be writing up your observations from the interview in a presentation for your Society and Culture course.PresentIn a narrated PowerPoint, compare and contrast your sociological observations about yourself that you shared in your Week 3 assignment with your sociological observations of the person you interview. Address the following 2 important sections:Explore the interconnections between the life story of a person you interview and the larger social structure or culture.Compare and contrast the sociological themes and concepts related to your own personal story with the sociological themes and concepts related to the story of the person you interviewed. Apply the sociological imagination in the analysis.Include the following in your analysis:Quotes or paraphrases and citations from 4 outside scholarly sources and assigned readings (online Lessons or textbook readings), to support your observations in your presentation.6 different concepts, key words, or vocabulary words from Chapters 1-16 in your analysis and observations on your slides, formatted in boldface and underlined on slides.You may repeat these 6 terms throughout the PowerPoint presentation if you want to, but you are not required to.InstructionsFor this comparative case study project, you are required to create a narrated presentation PowerPoint file.The presentation must include the following:Part or Parts of the Life Story of the Person You Interview: Explain and analyze the life story of the person you interview, or parts of the life story of the person you interview, as a sociologist might, examining sociological categories relevant to that person’s life story.Include details of family, culture, and background.Consider what types of categories a sociologist might use to describe the person.Comparison and/or Contrast of the life story of the person you interview with your own life story that you presented in your Week 3 assignmentEngagement: Be sure to deliver the presentation in a professional and engaging manner.Visual Aids: Images or symbols as visual aids should still be included. Include photos or symbols that represent the sociological concepts you are analyzing in your presentation. If you use any images from the Internet or from any sources other than your own personal photographs, you must include citations for those and those citations are *not* part of your required 4 outside scholarly sources plus the online Lesson or textbook. Key Words in Bold and Underlined: Be sure to include 6 different concepts, keywords, or vocabulary words from Chapters 1-16 in your analysis and observations on your slides, formatted in boldface and underlined on slidesVisual Appeal and Organization: Do not include slides with large blocks of text. Use bullet points, brief text, and clear organization to create an organized and visually appealing presentation.Citations: Include parenthetical in-text citations in the slide presentation citing at least 4 outside scholarly sources and assigned textbook/lesson reading to support observations made in the presentation. Remember, cite sources for all images, too, that are not your personal photographs and those sources do *not* count as part of your 4 required outside scholarly sources plus the textbook/lesson.Questions to ConsiderConsider the following questions for potential use in your interview:How might a sociologist introduce you?How have social influences shaped you?What were the social forces that constructed your life or lifestyle?How have you negotiated the crisscrossing pressures of autonomy and conformity?Who are you in social context and what does it mean to understand your life using the “sociological imagination,” or utilizing a sociological perspective?What sociological concepts would be most helpful in understanding and interpreting your life experiences, whether class, or reference group, conformity, agents of socialization, gender socialization, racial socialization, norms, roles, significant others, total institutions (particularly if you were in the military), achieved status, ascribed status, deviance, subculture, culture, culture shock, ethnocentrism, folkways, mores, peer groups, and any others described in the textbook chapters, to interpret your life experiences?What events, moments or relationships in your life have impacted you significantly?Presentation Requirements (APA format)Slide Length: 8 slides (not including title slide and references slide)Speaker notes to elaborate your bullet pointsAPA-style parenthetical in-text citations on slides for a minimum of 4 outside sources plus the textbook/lessonTitle SlideAt least one Comparison/Contrast Slide; though you are welcome to include more than one slide comparing and contrasting your life story characteristics with those of the person you interviewReferences slide (minimum of 4 outside scholarly sources in addition to the textbook/lesson)

What are EA components and how do they relate to a framework?

In your own words, answer questions 1-4 at the end of chapter 6.1. What are EA components and how do they relate to a framework?2. What are EA artifacts and how do they relate to EA components?3. What parts of an enterprise’s Strategic Plan could be viewed as EA components?4. Why can an enterprise’s business services, information flows, applications, and networks be viewed as EA components?

What was your initial reaction to learning about your strengths and weaknesses in these areas? Were your results expected or were you surprised?

Assignment 1 SubmissionAssignment 1: Personal Assessment of Managerial SkillsDue Week 3 and worth 125 pointsPreparationTo complete this assignment, you will need to complete the “Apply Your Skills Experiential Exercise: Aptitude Questionnaire” on pages 30-31 in Chapter 1 of the textbook. (This was assigned to do in Week 1.) Interpret your assessment findings based on the provided scoring and interpretation instructions.InstructionsReview your assessment findings from the Aptitude Questionnaire exercise, and write a three to four (3-4) page double-spaced paper in which you address the following:For each skill area, conceptual, human and technical, summarize your findings (where you were stronger, and where you were weaker). What was your initial reaction to learning about your strengths and weaknesses in these areas? Were your results expected or were you surprised?Identify at least one (1) resource (for a total of at least three (3) to help you improve in each area: conceptual, human, technical. Use Strayer University Library at https://research.strayer.edu or in your Blackboard classroom, go to Career and search Lynda.com to locate resources.Describe how your strengths in these skill areas can transfer to promoting a positive culture in a global environment.Go to https://research.strayer.edu to locate two (2) quality academic resources. Note: Wikipedia and other Websites do not qualify as academic resources.Your assignment must follow these formatting requirements:Be typed, double-spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA format. Check with your professor for any additional instructions.Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.The specific course learning outcomes associated with this assignment are:Examine the concepts of management related to modern-day work environments.Analyze the corporate environment, culture, and challenges for managing in a global environment.Use technology and information resources to research issues in modern management.Write clearly and concisely about modern management using proper writing mechanics.Part 1 INTRODuCTION TO MANAgEMENT301. How do you feel about having management responsibilities in today’s world, which is characterized by uncertainty, ambiguity, and sudden changes or threats from the environment? Describe some skills and competencies that you think are important to managers working in these conditions. 2. Assume that you are a project manager at a biotechnology company and that you work with managers from research, production, and marketing on a major product modification. You notice that every memo you receive from the marketing manager has been copied to senior management. At every company function, she spends time talking to the big shots. You are also aware that sometimes when you and the other project members are slaving away over the project, she is playing golf with senior managers. What is your evaluation of her behavior? As project manager, what do you do? 3. Jeff Immelt, CEO of GE, tweeted for the first time in September 2012, prompting this response: “ @JeffImmelt how come my grandfather got on twitter before you?” Do you think managers should use Twitter and other social media? Can you be an effective manager today without using new media? Why? 4. Why do some organizations seem to have a new CEO every year or two, whereas others have top leaders who stay with the company for many years (e.g., John Chambers’s nearly 20 years at Cisco)? What factors about the manager or about the company might account for this difference?5. Think about the highly publicized safety recall at General Motors (GM) for defective ignition systems. One observer said that a goal of efficiency had taken precedence over a goal of quality within this company. Do you think managers can improve both efficiency and effectiveness simultaneously? Discuss. 6. You are a bright, hard-working, entry-level manager who fully intends to rise up through the ranks. Your performance evaluation gives you high marks for your technical skills, but low marks when it comes to people skills. Do you think people skills can be learned, or do you need to rethink your career path? If people skills can be learned, how would you go about learning them? 7. If managerial work is characterized by variety, fragmentation, and brevity, how do managers perform basic management functions such as planning, which would seem to require reflection and analysis? 8. A college professor told her students, “The purpose of a management course is to teach students about management, not to teach them to be managers.” Do you agree or disagree with this statement? Discuss. 9. Discuss some of the ways that organizations and jobs have changed over the past ten years. What changes do you anticipate over the next ten years? How might these changes affect the manager’s job and the skills that a manager needs to be successful? 10. How might the teaching of a management course be designed to help people make the transition from individual performer to manager in order to prepare them for the challenges they will face as new managers?ch1 Discussion QuestionsAptitude Questionnaire Rate each of the following questions according to the following scale: 1 I am never like this. 2 I am rarely like this. 3 I am sometimes like this. 4 I am often like this. 5 I am always like this. 1. When I have a number of tasks or homework to do, I set priorities and organize the work around deadlines. 1 2 3 4 5 2. Most people would describe me as a good listener. 1 2 3 4 5 3. When I am deciding on a particular course of action for myself (such as hobbies to pursue, languages to study,which job to take, or special projects to be involved in), I typically consider the long-term (three years or more) implications of what I would choose to do. 1 2 3 4 5 4. I prefer technical or quantitative courses rather than those involving literature, psychology, or sociology. 1 2 3 4 5 5. When I have a serious disagreement with someone, I hang in there and talk it out until it is completely resolved. 1 2 3 4 5 6. When I have a project or assignment, I really get into the details rather than the “big picture” issues. 1 2 3 4 5 7. I would rather sit in front of my computer than spend a lot of time with people. 1 2 3 4 5 ch1 apply Your Skills: Experiential Exercise NOT FOR SALEIntroductIon 1Cha Pter 1 THE WORLD OF INNOVATIVE MANAgEMENT 31 8. I try to include others in activities or discussions. 1 2 3 4 5 9. When I take a course, I relate what I am learning to other courses I took or concepts I learned elsewhere. 1 2 3 4 5 10. When somebody makes a mistake, I want to correct the person and let her or him know the proper answer or approach. 1 2 3 4 5 11. I think it is better to be efficient with my time when talking with someone, rather than worry about the other person’s needs, so that I can get on with my real work. 1 2 3 4 5 12. I have a long-term vision of career, family, and other activities and have thought it over carefully. 1 2 3 4 5 13. When solving problems, I would much rather analyze some data or statistics than meet with a group of people. 1 2 3 4 5 14. When I am working on a group project and someone doesn’t pull a fair share of the load, I am more likely to complain to my friends than to confront the slacker. 1 2 3 4 5 15. Talking about ideas or concepts can get me really enthusiastic or excited. 1 2 3 4 5 16. The type of management course for which this book is used is really a waste of time. 1 2 3 4 5 17. I think it is better to be polite and not hurt people’s feelings. 1 2 3 4 5 18. Data and things interest me more than people. 1 2 3 4 5 Scoring and interpretation Subtract your scores for questions 6, 10, 14, and 17 from the number 6, and then add the total points for the following sections: 1, 3, 6, 9, 12, 15 Conceptual skills total score ________ 2, 5, 8, 10, 14, 17 Human skills total score ________ 4, 7, 11, 13, 16, 18 Technical skills total score ________ These skills are three of the skills needed to be a good manager. Ideally, a manager should be strong (though not necessarily equal) in all three. Anyone noticeably weaker in any of these skills should take courses and read to build up that skill. For further background on the three skills, please refer to the explanation in the Management Skills section.Your best and Worst Managers Step 1. On your own, think of two managers that you have had—the best and the worst. The managers could be anyone who served as an authority figure over you, including an instructor, a boss at work, a manager of a student organization, a leader of a student group, a coach, a volunteer committee in a nonprofit organization, and so on. Think carefully about the specific behaviors that made each manager the best or the worst and write down what that manager did. The best manager I ever had did the following: ________________________________________________________________________________________________________________________________________________________________The worst manager I ever had did the following: ________________________________________________________________________________________________________________________________________________________________ Step 2. Divide into groups of four to six members. Each person should share his or her experiences, one at a time. On a sheet of paper or on whiteboard, write separate lists of best-manager and worst-manager behaviors. Step 3. Analyze the two lists. What themes or patterns characterize “best” and “worst” manager behaviors? What are the key differences between the two sets of behaviors? Step 4. What lessons does your group learn from its analysis? What advice or “words of wisdom” would you give managers to help them be more effective?ch1 apply Your Skills: Small Group BreakoutNOT FOR SALE1Part 1 INTRODuCTION TO MANAgEMENT32Can Management Afford to Look the Other Way?77 Harry Rull had been with Shellington Pharmaceuticals for 30 years. After a tour of duty in the various plants and seven years overseas, Harry was back at headquarters, looking forward to his new role as vice president of U.S. marketing. Two weeks into his new job, Harry received some unsettling news about one of the managers that he supervised. During a casual lunch conversation, Sally Barton, the director of human resources, mentioned that Harry should expect a phone call about Roger Jacobs, manager of new product development. Jacobs had a history of being “pretty horrible” to his subordinates, she said, and one disgruntled employee asked to speak to someone in senior management. After lunch, Harry did some follow-up work. Jacobs’s performance reviews were stellar, but his personnel file also contained a large number of notes documenting charges of Jacobs’s mistreatment of subordinates. The complaints ranged from “inappropriate and derogatory remarks” to charges of sexual harassment (which were subsequently dropped). What was more disturbing was the fact that the number and the severity of the complaints had increased with each of Jacobs’s ten years with Shellington. When Harry questioned the company president about the issue, he was told, “Yeah, he’s had some problems,but you can’t just replace someone with an eye for new products. You’re a bottom-line guy; you understand why we let these things slide.” Not sure how to handle the situation, Harry met briefly with Jacobs and reminded him to “keep the team’s morale up.” Just after the meeting, Barton called to let him know that the problem that she’d mentioned over lunch had been worked out. However, she warned, another employee had come forward and demanded that her complaints be addressed by senior management.What Would You Do? 1. Ignore the problem. Jacobs’s contributions to new product development are too valuable to risk losing him, and the problems over the past ten years have always worked themselves out anyway. There’s no sense starting something that could make you look bad. 2. Launch a full-scale investigation of employee complaints about Jacobs and make Jacobs aware that his documented history over the past ten years has put him on thin ice. 3. Meet with Jacobs and the employee to try to resolve the current issue, and then start working with Barton and other senior managers to develop stronger policies regarding sexual harassment and treatment of employees, including clear-cut procedures for handling complaints.ch1 apply Your Skills: Ethical Dilemmach1 apply Your Skills: Case for Critical analysisSmartStyle Salons Jamika Westbrook takes pride in her position as salon manager for SmartStyle Salon, one of six local hair salons associated with a large retail store chain located in the Southeast and one of five chain store groups under the Gold Group umbrella. She oversees a staff of 30, including hairdressers, a nail technician, receptionists, shampoo assistants, and a custodian. She enjoys a reputation as a manager who works very hard and takes care of her people. Hairdressers want to work for her. Following the salon’s new-hire policy, Jamika began as a shampoo assistant and quickly became a top hairdresser in the company through a combination of skill, a large and loyal client base, and long hours at work. In 2007, retiring manager Carla Weems hand-picked Jamika as her successor, and the board quickly approved. Initially, the salon, located in a suburban mall, managed a strong, steady increase, holding its position as one of the corporation’s top performers. But economic woes hit the area hard, with increases in unemployment, mortgage woes, and foreclosures among current and potential customers. As families sought ways to save, the luxury of regular visits to the hair salon was among the first logical budgetcuts. The past year has reflected this economic reality, and Jamika’s salon saw a sharp decrease in profits. Jamika’s stomach is in knots as she arrives at the salon on Monday. Scheduled to fly to Atlanta the next morning for a meeting at corporate, she fears potential staffing cuts, but more important, she fears the loss of opportunity to secure her dream job: replacing the retiring manager at the Riverwood Mall location, which is the top-performing salon and is located in an upscale area of the city. Distracted, Jamika walks past the receptionist, Marianne, who is busily answering the phones. Hanging up the phone, Marianne tells Jamika that Holly and Carol Jean, two popular hairdressers, called in sick, and Jamika now has to reschedule their clients. Jamika had denied their earlier request to travel out of town to attend a concert, and her irritation is obvious. She orders Marianne to call both women and instruct them that, when they return to work, they are to bring a doctor’s statement and a copy of any prescriptions that they were given. “They had better be sick!” Jamika shouts as she enters her office, slamming the door more forcefully than she intended. Startled employees and early-morning customers hear the outburst, and, after a momentary pause, they resume their activities and quiet NOT FOR SALEIntroductIon 1Cha Pter 1 THE WORLD OF INNOVATIVE MANAgEMENT 33 conversation, surprised by the show of managerial anger. Jamika knows she has let Holly and Carol Jean get away with unwarranted absences before and worries that she will do it again. She needs every head of hair that they can style to help the salon’s profit. Jamika takes a deep breath and sits at her desk, turning on the computer and checking e-mails, including one from the group manager reminding her to send the salon’s status report in advance of tomorrow’s meeting. She buzzes Marianne on the intercom to request final figures for the report on her desk by 1:00 p.m. Picking up the phone, she calls Sharon, a manager at another SmartStyle salon. “I really lost my cool in front of everyone, but I’m not apologizing,” Jamika admits, adding that she wished she had the guts to fire both stylists. “But this is not the day for that drama. I’ve got that report hanging over my head. I have no idea how to make things look better than they are, but I have to come up with something. Things look pretty dismal.” Sharon assures her that she did the best she could dealing with two “irresponsible” employees. “What will you do if they show up tomorrow with no doctor’s statement?” “I don’t know. I hope I scared them enough so that they’ll come in with something.” “I know you’re worried about the report and the effect it might have on the Riverwood job,” Sharon says. “But everyone knows you can’t control the economy and its effect on the business. Just focus on the positive. You’ll be fine.” At 10:30, as Jamika struggles to put the best possible spin on the report, she is paged to the receptionist desk to speak to an angry customer. “Another interruption,” Jamika fumes to herself. Just then, the door opens and top stylist/assistant manager Victoria Boone sticks her head into the office. “I know you’re busy with the report. I’ll handle this,” she says enthusiastically. “Thanks,” Jamika replies. No sooner has she handed off the irate client to Victoria than she second-guesses the decision. In addition to her talents as a hairdresser, Victoria had experience as the manager of a successful salon in another city before moving to the area. Recognizing her organizational and people skills, Jamika promoted Victoria to assistant manager soon after her arrival. Now each “I’ll handle this” remark by Victoria convinces Jamika that her assistant manager is positioning herself as a potential rival for the Riverwood job. Jamika appreciates her enthusiastic attitude, but she’s also trying to limit her opportunities to lead or appear too competent before staff, customers, and company officials. Jamika finds herself wanting to hide Victoria’s competence, and she has condescendingly reminded management that Victoria is a “great help to me.” Now, thinking of Victoria’s cheerful “I’ll handle this,” Jamika rises from her desk and marches to the door. No, Jamika thinks, I’ll take care of this personally. Questions 1. What positive and negative managerial characteristics does Jamika possess? 2. How do these traits help or hinder her potential to get the top position at the Riverwood Mall salon? 3. How do you think Jamika should have handled each of the incidents with Marianne? Holly and Carol Jean? Victoria?

Evaluate the perimeter security, make a list of access points internal and external (remote), identify vulnerabilities and make suggestions for improvements to perimeter and network security.

• From the devices and systems identified in the GFI Corporate Network Topology, conduct a thorough asset inventory, assign monetary values to each asset (quantitative), and assign a priority value for each asset (qualitative) that could be used to determine which assets are most critical for restoral in the event of a catastrophic event or attack.• Evaluate the perimeter security, make a list of access points internal and external (remote), identify vulnerabilities and make suggestions for improvements to perimeter and network security.• Evaluate the remote access infrastructure, identify vulnerabilities and suggest security improvements to mitigate risks to remote access.• Address the COO’s concern over the mobility security and design a secure mobile computing (smart phones, tablets, laptops, etc.) in terms of authentication technologies and data protection.• Identify wireless vulnerabilities and recommend what safeguards, authentication technologies,and network security to protect data should be implemented.• Evaluate the authentication protocols and methodologies within the wired, wireless, mobility and remote access environments and suggest improvements to secure authentication forGFI.• Evaluate the web system protocols and vulnerabilities within the Intranet server and suggest secure protocol improvements to improve security for web authentication.• Design a cloud computing environment for the company with a secure means of data protection at rest, in motion and in process.• Assess all known vulnerabilities on each asset in this environment and impacts if compromised.• Using the asset inventory and the assigned values (monetary and priority) conduct a quantitative and qualitative risk assessment of the GFI network.• Recommend risk mitigation procedures commensurate with the asset values from your asset inventory. Feel free to redesign the corporate infrastructure and use any combination of technologies to harden the authentication processes and network securitymeasures.• Provide an Executive Summary.• You are welcome to make assumptions for any unknown facts as long as you support your assumptions.• The Title Page, Table of Contents and References page(s) don’t count in your 15 page minimum!!!

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