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Saudi Electronic University Ethical Responsibilities to Community Case Study

 

Assignment Question(s):

Part 1 (Case-based Questions)  

1– What ethical issues are present in the case? 

2– Is it appropriate for Jamal to allow his own self-interests to guide his ethical conduct? For example, charging prices and following procedures that disadvantage customers but put more money in his pocket (and the pockets of his employees) may be viewed as wrong. Do you agree or disagree?Explain your answer  

3– Are Jamal’s responsibilities to the community different because he shares their history? Explainyour answer  

4. If Jamal truly wants to stay in this community and pursue his career, should he be willing to take a less well-paying job with depressed future options to solve his ethical crisis? Under what circumstance would such extreme measures make sense?  

Part 2 (Discussion Questions)  

5– Think about a situation where your values have been in conflict. How have you resolved those conflicts? Now that you have studied the ethical decision-making frameworks in this chapter, what should you have done?  

6– If you had to choose just one of the philosophical approaches discussed in this chapter to guide your decision making, which would you choose?  Why? Or, if you had to rank them from most to least helpful, how would you rank them?  

7– What do you think of the proposed Hippocratic Oath for managers?  

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MGMT 4400 Walden University Shaping Chapter 2 Employee Behavior & Target Behavior Paper

 

Has a work colleague’s particular—or peculiar—behavior ever driven you to a manager for resolution? Or, if you have not taken the step to report an issue, have you tried testing some way to make it disappear? Here’s your opportunity to place yourself in both scenarios, but as a manager—to imagine how you might address a challenging employee’s behavior, and to check your application of techniques designed to resolve problem behavior.

Behavior-shaping is defined in your course text as the process of reinforcing closer and closer approximations to a target behavior. The key to successful behavior-shaping lies in reducing a complex target behavior to easily learned steps. After the steps are established, it is important to faithfully reinforce any improvement. For this Discussion, you will choose a workplace scenario about a problem behavior and consider a behavior-shaping course of action.

To prepare:

Refer to the three scenarios in the Media section of this week’s Learning Resources, the section of Determinants of Intention (pp. 48-49) in Chapter 2 of your text and choose one as the focus of your Discussion.

Post a 200- to 300-word response that includes the following:

  • Your chosen scenario and the target behavior
  • Appropriate behavior-shaping techniques for this behavior and how, as a manager, you would apply them
  • Support for your thinking from the text and other resources, citing your sources using appropriate APA format and style

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TJUEFC Issues with The Social Networking & Effective Communication Essay

 

I’m working on a management discussion question and need an explanation to help me learn.

With social networking technology, such as Skype, Text, Facebook, Instagram, Linkedin, Twitter, etc. workers can communicate with people around the globe in a second, but do they really communicate?

What are some of issues? How does the technology help/facilitate, or hinder effective communication?

Articles & Websites:

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Columbia Southern University Leadership Unit VIII Journal

 

I’m working on a management question and need support to help me study.

Discuss how you can apply the concepts learned in this course to your current or future career. How might the lessons you have learned positively impact your career success?

Your journal entry must be at least 200 words. No references or citations are necessary.

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STR 581 Brigham Young Week 2 Strategic Plan Improvements of Athena Health PPT

 

Create a 5- to 7- slide Microsoft® PowerPoint® presentation, with speaker notes and visuals on each slide, that will sell your identified improvements to the strategic plan, based on your Wk 4 analysis.

Include the following:

Summarize the threats and challenges you have identified within the current strategic plan.

Determine how to execute the strategic initiatives in order to address the threats and challenges.

Explain proposed process improvements.

Assess whether additional resources are needed.

Describe how resources should be used in the application of the strategic plan.

Utilize KPIs to justify the financial investment and to measure the success of the proposed improvements to the strategic plan.

Justify your recommendations based on anticipated Return on Investment (ROI).

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Columbia Southern University The Coca Cola Company Case Study

 

Instructions

Leaders in organizations commonly supervise a number of subordinates who may also be referred to as their followers. Using the CSU Online Library, explore topics associated with leadership behavior, followership behavior, and how followers are affected by leadership. Then, select a company that is of interest to you, and respond to the following questions/topics.

  • Briefly describe your chosen company. Identify potential problems or issues (current or future) that your company might address if followers do not respectfully adhere to the demands of their leaders.
  • Explain how followers can influence the behavior of leaders.
  • Analyze how different types of leadership styles can affect the motivations, behaviors, and performances of followers.
  • What might this company do in the future to improve leadership training methods and performance measures for all workers? Include your rationale. 

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Walsh College Wyatt Earp The Buffalo Hunter Discussion Questions

 

I’m working on a business question and need guidance to help me understand better.

Wyatt Earp – The Buffalo Hunter 

    — F. Robert Jacobs, Indiana University

The legend of Wyatt Earp lives on largely based on his exploits as a gunfighter and Marshall of the frontier West in the 1880s.  The classic tales of the shootout at the O.K. Corral in Tombstone or his sawed-off shotgun duel with Curly Bill are possibly the most celebrated gunfights of frontier history and cannot fail to stir the reader’s imagination. Wyatt lived to be over 80 years old, long enough to recount his story to Stuart Lake for the book Wyatt Earp: Frontier Marshall (published by Pocket Books).

Apparently, Wyatt was quite a financial success long before he became a marshal.  He learned how to hunt and shoot buffalo when only 15 years old.  By the time he was 20, the Kansas City and Caldwell buffalo hunters knew him as one of the best in the west.  His methods for hunting buffalo were very different from the established practices of the time. 

Outside the marshal’s office in Caldwell, veteran hunters would meet to compare the season’s hunt.  Success was measured solely by animals killed and cash received for the hides and meat.  Wyatt realized that what was important was the gain after expenditures for horses, wagons, supplies, and skinners’ wages were considered.  Any hunter could boast of the money in his pockets at the end of a season, but few could say accurately how much was gain.

The Ways of the Veteran Hunters

The buffalo hunter of 1871 set out for the range with five four-horse wagons, with one driver, the stocktender, camp watchman, and cook; and four others to skin the kill.  The hunter provided horses, wagons, and supplies for several months.  Money received for hides and meat would be divided into two equal parts; one went to the hunter, and from his share, he paid all expenses.  The second was again split into as many shares as there were drivers, skinners and helpers with each getting a share as his seasonal wage.  It was believed that no really top-notch buffalo hunter would stoop to skinning the animals he shot.  Each person in the party had a specific assigned job, and none would do something below their level of dignity.

The weapon of choice at the time was the Sharps “Fifty” rifle.  These rifles, which all right-minded buffalo hunters carried, weighed more than twenty pounds.  The gun shot a slug of lead two inches in length, a half-inch in diameter, weighing approximately an eighth of a pound.  The Sharps was the best weapon obtainable for long-range shooting, but notable among its drawbacks were the cost of ammunition and the fact that the rifle’s accuracy was seriously affected by continued rapid fire.  To prevent damaging the rifle, the wise user, ran a water-soaked rag through the barrel after every second or third shot and let the metal cool.

Wyatt recounted that: “early white hunters had followed the Indian practice of shooting buffalo from the back of a horse galloping full tilt at the edge of a stampeding herd.  In skin hunting this did not pay.  Shooting from horseback could not be as accurate as from a stand, and the animals killed during a run would be strung for miles across the prairie, making a lot of travel for the skinners, with the added certainty that many hides would be missed.  Also, every buffalo left alive would be stampeded clear out of the country in a day’s hunt, and the killers would have to move camp or wait for another herd.

“In stories about Buffalo Bill Cody and other Western characters who went into the circus business, I’ve read of a single horseman holding a bunch of buffalo stock-still by riding around and around them for hours and shooting as he rode.  That was impossible.  Two minutes after the horseman started his riding and shooting, there would not have been a buffalo within rifle range.  Buffalo would stampede instantly at the sight or smell of a man on horseback; they would ignore a man on foot, or eye him in curiosity.  That was why hide hunters shoot from a stand.

Wyatt goes on to recount the methods of current hunters.  “A Hunter would drag his Sharps to a rise of ground giving a good view of the herd, pick a bunch of animals, set his rest-sticks (A shooting rest was two sticks tied together, X-fashion, set in the ground to support the rifle while the marksman aimed and fired.) and start shooting.  He aimed to hit an animal on the edge of the bunch, the leader if possible, just back of the foreleg and about one third of the way up the body.  If the slug went true, the animal would drop in his tracks or stagger a few steps and fall.  Strangely enough, the buffalo paid no attention to the report of the rifle and very little, if any, to one that fell.

“A first-class hunter would kill with almost every shot, and if he was good, he could drop game until some buffalo still on his feet chanced to sniff closely at one that had fallen.  Then it was up to the hunter to drop the sniffer before he could spread his excitement over the smell of blood.  If he could do this, the slaughter might continue, but eventually the blood scent became so strong that several animals noticed it.  They would bellow and paw, their frenzy would spread to the bunches nearby, and suddenly the whole herd was off on a wild run. The hunter could kill no more until he found conditions suitable for another stand.

“Where large parties of hunters were working the plains by such methods in fairly close quarters, the periodical scarcity of buffalo was a certainty.  With the best of luck, a single hunter might kill one hundred buffalo in a day, from several stands.  That would be all that four skinners could handle.  I found that the average bunch would stampede by the time thirty or forty had been killed.  Only the best of hunters could average 50 kills a day, thirty to forty was more common.

Wyatt Earp’s Buffalo Hunting Method

The first flaw which Wyatt Earp saw was that the average hunter outfitted in expectation of killing one hundred buffalo a day, and selling each animal’s hide and meat for two to five dollars, depending upon size and quality.  In place of five wagons and twenty-odd horses, Wyatt purchased one wagon, four sound animals for harness and one to ride.  He engaged an experienced skinner in a straight profit-sharing scheme.  Wyatt was to finance the hunt; the skinner would drive and cook; and, greatly to the disgust of older hands, Wyatt was to assist in skinning and butchering.  At the end of the hunt, Wyatt was to keep the team and wagon, deduct all other expenses from the gross receipts, and share any net equally with his skinner.

In contrast to the use of the Sharps rifle, Wyatt killed buffalo with a shotgun.  Wyatt was well acquainted with the buffalo’s idiosyncrasy of stampeding at the sight or scent of a man on horseback, but generally ignoring one on foot.  He intended to make use of this in reaching shotgun range of the herds.  He purchased a breech-loading gun, with apparatus for reloading shells, and this, with a supply of powder, lead, and caps, was to constitute his hunting arsenal.  He loaded a single one-and-one-half-ounce slug to the shell.  He knew that at any range under one hundred yards he could score as accurately with his shotgun as any rifleman.

Wyatt described his approach:  “My system for hunting buffalo was to work my way on foot nearer to the herds than the rifle users like to locate.  The shorter range of my shotgun made this necessary, but I could fire the piece as rapidly as I wished without harming it.  I planned to get within fifty yards of the buffalo before I started shooting, and at that range pick off selected animals.  I would shoot until I had downed all the skinner and I could handle that day.  I figured to offset the danger of a stampede by finishing my kill before the animals smelled blood and then working the herd away quietly in the direction I wanted it to go.  To do this, I would stand up, wave my coat in the air, and shout.  The buffalo would probably move away quietly if I got them started before they scented blood.  Then the skinner and I would get to work.  In practice, my idea worked out exactly as I had calculated it would.

“Some people called my method foolhardy.  To me, it was simply a question of whether or not I could outguess a buffalo.  The best answer is that there never was a moment during my three seasons as a buffalo hunter when I was in danger from a stampede, nor a day when I hunted that I did not have a profitable kill.  My lowest score for a single stand was eighteen buffalo, the highest, twenty-seven.  I shot one stand a day, which meant twenty to thirty-five dollars apiece for the skinner and myself every day we worked.  That was cash in hand, not hopes.

“No wonder the average buffalo hunter was glad that the code forbade him to skin his kill; skinning was hard, dirty work.  My skinner kept out of sight with the wagon until I had finished shooting.  Then he came on the job.  In skinning a buffalo, we slit down the inside of each leg and along the belly from neck to tail.  The legs and a strip along each side of the belly-cut were skinned out and the neck skinned all the way around.  The head skin was not taken.  We gathered the heavy neck hide into a bunch around which we looped a short length of rope, and a horse hitched to the other end ripped the hide off.  We did it every time this way.

“In camp, we dusted the hides and the ground nearby with poison to keep off flies and bugs, and pegged out the skins, flesh-side up.  In the dry prairie air, first curing took but a day or so.  The hides were then turned, and, after they had cured so water would not injure them, they were stacked in piles, hair-side up, until we hauled them to a hide buyer’s station, or a buyer’s wagon came to our camp.

Wyatt Earp – The Legend

The success of Wyatt Earp’s venture against cherished customs became legend to the ranks of the buffalo hunters.  Time after time on checking tallies, the lone hunter found that, while some had killed greater numbers than he from the given stands, or had larger seasonal totals, his daily count of hides was well above average.  Rudimentary arithmetic proved that his profits were much higher.

Wyatt recounts the inevitable demise of the great buffalo herds:  “With all the buffalo I saw in the days when they roamed the range, I shall never forget a herd we sighted in the fall of ’71.  We had seen a few small bunches, but none that I stopped for, as I wanted to make camp as permanent as possible.  We had crossed the Medicine Lodge when the increasing fresh tracks of passing buffalo indicated that we were closing on a sizable herd.  I went to a rise possibly three hundred feet above the creek bottom.  The sight that greeted me as I topped the hill soon disappeared for all time.

“I stood on the highest point within miles.  To the west and south, the prairie rolled in mounds and level stretches pitted with buffalo wallow as far as I could see, twenty or thirty miles.  For all that distance the range was packed with grazing buffalo.

“… I signaled my skinner to join me.  ‘My God!’ he said, ‘there must be a million.’

“It might give a better idea of the results of buffalo hunting to jump ahead seven years to 1878, when Bill Tilghman, Bat Masterson, and I went buffalo hunting for sport.  We traveled due west from Dodge City more than one hundred miles along the Arkansas River, south to the Cimarron, and east to Crooked Creek again, at the height of the best hunting season over what in 1871 had been the greatest buffalo ground in the world.  Grass was as plentiful and as succulent as ever, but we never saw a buffalo.  The herds were gone, wiped out.”   

Discussion Questions:

  1. Compare Wyatt’s buffalo hunting to the approach used by the old timers?
  2. What are the key elements of business success from an operations perspective?
  3. Relate these ideas to Wyatt’s approach.
  4. Were the buffalo hunters irresponsible in killing off the great buffalo herds as they did? Please explain.

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BUS 470 GCU Walmart Current Ratio Benchmark Data Collection

 

Benchmark – Data Collection 

The purpose of this assignment is to conduct internal and external research to determine viable solutions that could be implemented to solve an identified problem.

For this assignment, you will create an Excel spreadsheet that summarizes the data collection you have completed. The spreadsheet should indicate the date on which particular data were collected, the source of the data collected, the type of data (qualitative or quantitative), and a one- or two-sentence summary of the data findings. Name the Excel spreadsheet as follows: lastname.firstname.datacollection.xlsx.

Please note that as part of the research process, taking the initiative to speak with management and then requesting and reviewing business metrics and operations reports will allow you to find the data you need for the project while also showing your employer that you can be proactive and use critical thinking to solve problems within the organization.

Part 1:

The first step in data collection is to conduct research. You are looking for specific, measurable data (statistics and numbers) related to how the problem is affecting the organization. This information should be recorded in the form of a chart or graph that presents the data so key decision makers can see the “cost” of failing to address the problem. Use the study materials for assistance with creating Excel graphs and charts that can be used to illustrate your findings.

Part 2:

Next, conduct additional research to learn what has already been done to address this problem within the organization. Ask questions and interview individuals who assisted with the implementation of previous solutions used to address the problem. Prior to meeting with individuals, develop a list of questions about previous solutions. Consider factors such as customer importance, efficiency, quality, employee satisfaction, and cost effectiveness. You will want to make sure you ask questions that allow you to gather measurable data and include information about how successful previous solution options were in addressing each of the problems. When you have completed your research, the findings should be summarized in an illustration using at least one chart or graph that represents the data you have collected. Use the study materials for assistance with creating Excel graphs and charts that can be used to illustrate your findings.

Part 3:

The last step in determining potential solutions is to conduct external research. Using Internet and industry resources, research ways other companies have addressed this issue or one very similar to it. Look for specific information related to the customer response, efficiency, quality, employee satisfaction, and cost effectiveness of solutions others have implemented. Find at least five potential solutions you can consider for solving the problem you have identified. Your goal in conducting this research is to find practical examples and measurable data related to how other companies, and related industries, have resolved the same problem or one very similar to it. When you have completed your research, the findings should be summarized in an illustration using at least one chart or graph, representing the data you have collected. Use the study materials for assistance with creating Excel graphs and charts, as this will help illustrate your findings.

Submit the data collection Excel spreadsheet and the three data summary charts/graphs you have created from the research conducted to your instructor.

The three charts/graphs you create will be used again in your Business Proposal Presentation in Topic 7, as well as within the Final Business Proposal you will submit in Topic 8. Evidence of revision from instructor feedback will be assessed on the final business proposal.

Benchmark Information

This benchmark assignment assesses the following programmatic competencies:

BS Applied Management 

2.1 Analyze qualitative and quantitative methods of research.

2.2 Develop data collection plans for action research in organizations.  

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What Are the Privacy Issues with Data Mining Discussion

 

What are the privacy issues with data mining? Do you think they are substantiated? – 350 words

Also, provide a reflection on privacy issues of data mining and how can it be taken care – 500 words

There must be at least one APA formatted reference (and APA in-text citation) to support the thoughts in the post. Do not use direct quotes, rather rephrase the author’s words and continue to use in-text citations.