HR

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Unit Case Study

For this assignment, you will analyze the case study titled “Staffing Evaluation at Hallmark” on page 380 of your textbook. Read the case study and answer the following questions. Note: you will not answer the questions following the case study in the textbook, only the questions below. Explain your responses using what you learned through this unit.

1. Critically evaluate Hallmark’s staffing index. What are its pros and cons?

2. How can Hallmark use technology for tracking applicants and onboarding its new hires to include improving efficiency

and effectiveness of staffing functions?

3. How can Hallmark use the system to track:

company turnover, downsizing, and retention?

4. How should these be measured? Be sure to explain the different staffing metrics and how each is used.

Your completed case study must be a minimum of two pages in length, and you must use at least your textbook as a reference. Other references may be used if necessary. Any information from a resource must be cited and referenced in APA format.

 
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HRM 4570 ILR Homework 1

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HRM 4570 ILR Homework 1 (Chapter 1, 2, 4, 5, 6)

Fall 2020

Name:______________________________

Student Number: ____________________

HOMEWORK 1 (3%)

1. Please download Homework 1 (3%) from Blackboard.

 

2. Rename Homework 1 as “HRM 4570 ILR Homework 1 First Name Last Name” Please type your name.

 

3. Complete Homework 1 while studying the online lectures. Fill in the blanks / type the correct answers. You should be able to find all answers from the lecture slides.

 

4. Upload / attach your completed Homework 1 on Blackboard Homework 1.

 

5. Late submission of homework (by email) will result in a penalty of 1% (out of 3%) per day. Late work submitted more than three days after the due date will not be accepted and will receive a grade of zero.

 

6. Submit your paper on BlackBoard “Homework 1”. Homework 1 is due on Oct 5 by 11:59pm.

 

 

HRM 4570 ILR Lecture Notes

Chapter 1 Contemporary Labor Relations: Objectives, Practices, and Challenges

Labor union: _______ of workers who join together to influence the _______________

Union density: The percentage of workers who are ______________________

In __________, the overall union density in the United States is __________.

Public-sector union density in the United States is __________.

Private-sector union density in the United States is__________.

 

Objectives of labor relations:

 

· _____________: Productive use of scarce resources for _______________________

· Examples: profitability, productivity, competitiveness, economic prosperity.

 

· _____________: Standard of ____________________________for employees

· Examples: living wages, workplace safety, nondiscrimination, health and retirement security

 

· _____________: The ability of employees to have meaningful input into _____________________________.

· Examples: consultation, unions, self-determination, employee free speech.

 

Union contract: The provisions of a bargain that are written down and bound into a

____________________________________

 

Reasons for Union Decline

· Decline in traditionally unionized industries such as ______________

· Regional and _______________ shifts

· Faster employment growth in ____________ states

· Increased numbers of _________in the workforce

· Increased education and _______ levels

· Demand for union __________ has declined

· Increased protective legislation has provided a _______________ for unions

· Employer resistance or __________________

· Other reasons: Union corruption; Rigid work rule; HRM as substitutes for unions; Loss of political influence. Inadequate union lobbying efforts; Individualist culture; Dominance of business unionism. U.S. labor movement was not perceived as a social movement

 

What is the “representation gap” in the United States? _________ %

 

Labor Relations Application

Take the Employment-at-Will Quiz

For each of the following scenarios, indicate whether you believe a court of law would find the discharge to be lawful or unlawful, NOT what you would like the result to be. In each case, the employee is not represented by a union and was not discharged because of his or her race, sex, national origin, religion, age, or disability.

1. Company discharges Employee in order to hire another person to do the same job at a lower wage. Employee’s job performance has been satisfactory. The discharge is:

Lawful ____________ Unlawful _____________

2. Company discharges Employee because of unsatisfactory job performance.

The discharge is:

Lawful ____________ Unlawful _____________

3. Employee is discharged because Company mistakenly believes Employee has stolen money. Employee is able to prove in court that Company is mistaken. Employee’s job performance has been satisfactory.

The discharge is:

Lawful ____________ Unlawful _____________

4. Company discharges Employee because there is no longer enough work. The discharge is:

Lawful ____________ Unlawful _____________

5. Employee is accused of dishonesty. Supervisor knows that Employee is not dishonest, but discharges him anyway, because he dislikes Employee personally. Employee’s job performance has been satisfactory. The discharge is:

Lawful ____________ Unlawful _____________

6. An employee discovers that Company has been violating the law by charging customers for services which were not actually provided. Employee is discharged because he refuses to participate in Company’s illegal billing practices. The discharge is: Lawful ____________ Unlawful _____________

 

HRM 4570 ILR Lecture Notes

Chapter 2 Labor Unions: Good or Bad?

 

Four Schools of Thought about Labor Unions

In Each School of Thought Labor Unions are …
The Mainstream Economics School

 

Underlying cause of the labor problem: market failures

 

 Bad

· Unions are___________ because they are ____________ that impair economic efficiency

· Threatening to strike for raise of wages above their competitive levels.

· Unions are seen as interfering with the discipline of the market by protecting lazy workers.

· Market competition results in wages equal to workers’ marginal productivity (i.e., the value of their work).

Figure 2

 
The Human Resource Management School

Underlying cause of the labor problem: poor management

 Unnecessary

· Believes that the labor problem stems from ______________

· Effective management policies are best.

· Also, unions add unproductive conflict.

 
The Industrial Relations School

Underlying cause of the labor problem: unequal bargaining power

 

 Important

· The labor problem stems from _______________

__________________ between corporations and individual workers

· Necessary to counter corporate bargaining power and to balance efficiency, equity and voice in democratic, capitalist societies.

 
The Critical Industrial Relations School

Underlying cause of the labor problem: the domination of labor by the capitalist class

 Important but inadequate

· One key vehicle for aiding labor’s struggle against capitalists and for protecting workers; but because of capitalism’s ____________________ greater sociopolitical changes are needed for reform.

 

 

What Do Unions Do? (Union Effects)

Dimension Estimated Effects of U.S. Unions
Efficiency  
Job Satisfaction Union Workers are _______ satisfied on average
Turnover ___________ turnover.
Productivity Mixed evidence.
Profitability ___________ profitability.
Equity  
Wage levels Union wage premium

_________wages (15 percent higher on average).
Wage distribution ______________ (less unequal) wage structure.
Employee benefits _____________ likelihood of benefits being offered

(e.g. health insurance).

 
Just cause discipline

and discharge

 Nearly ________________ in union contracts;

__________ elsewhere.
Public policies ____________________with exercising rights (e.g., workers’ compensation).
Seniority ___________________ importance of seniority provision in personal changes.
Voice  
Collective negotiations Management is ____________ to bargain with a certified union.
Grievance procedures Nearly ________________ presence of formal grievance procedures with same level of due process and representation.

 

HRM 4570 ILR Lecture Notes

Chapter 4 Labor Law

 

Labor law focuses on workers’ _____________ actions.

Employment law pertains to _____________employment rights.

 

The core of the Wagner Act (Section 7)

1. Employees shall have the right to self-organization / _________ unions

2. They may bargain ___________through representatives of their own choosing

3. They may engage in other ____________ activities for the purpose of ___________________________________________________.

 

The Wagner Act builds from earlier legislative failures and shortcomings in 3 ways

1. Specifying a _______________procedure for establishing whether a _______ of workers want union representation

2. Defining illegal ______________actions

3. Creating an independent agency, the _________________________________ (NLRB), to enforce the act

 

The Taft–Hartley Act was also known as the _____________________________ Act

The Taft–Hartley Act amends and adds to the Wagner Act

1. _______________ on union actions

2. _______________rights of individuals and employers

3. New _________________________ procedures

 

___________ shop agreement:

· Workers must ___________________________ within a certain amount of time

___________shop agreement:

· Rather than joining the union, workers must____________________________

 

The Landrum–Griffin Act, 1959 (Labor-Management Reporting and Disclosing Act)

· focuses on unethical and illegal behaviors of _________ .

· Ensure democratic standards for unions and increase transparency of union financial activities

 

Public Sector Labor Law

· This act protects most federal sector workers, though supervisors

· Postal employees are covered under the NLRA

· There is no right to strike against the _______________by anybody, anywhere, any time

· Most public sector bargaining laws ________________ strikes for all public sector employees

 

 

Chapter 4 Labor Law

Labor Relations Application

Take the Section 7 Quiz

 

Section 7 of the National Labor Relations Act (the Wagner Act) guarantees employees “the right to self-organization, to form, join, or assist labor organizations, to bargain collectively through representatives of their own choosing, and to engage in other concerted activities for the purpose of collective bargaining or other mutual aid or protection,” as well as the right “to refrain from any or all such activities.”

 

Indicate whether each scenario is protected activity under Section 7:

 

 Protected or not?
1. Trying to form a union to negotiate wages and working conditions. Protected

Unprotected
2. Going on strike and peacefully picketing for improved benefits Protected

Unprotected
3. Destroying company property while striking for improved benefits Protected

Unprotected
4. Discussing wages with coworkers Protected

Unprotected
5. Individually meeting with your supervisor to request improved lighting for you and two coworkers. Protected

Unprotected
6. Circulating a flyer among coworkers to build support for a plan for employees to buy the company. Protected

Unprotected
7. In a nonunion workplace, joining with several coworkers and refusing to work until the company provides a paid lunch break. Protected

Unprotected
8. Insisting that a coworker be present when you think you will be disciplined. Protected

Unprotected
9. Sending an e-mail message to coworkers pointing out the disadvantages of your employer’s new vacation plan. Protected

Unprotected
10. Form a home computer after work, posting commenting on Facebook about a coworker’s job performance and asking other coworkers to add their comments. Protected

Unprotected
11. Distributing obscene or malicious cartoons to protest a supervisor’s actions. Protected

Unprotected
12. Refusing to work under conditions that you and others reasonably believe pose a high risk of death or serious injury. Protected

Unprotected

 

 

 

 

 

Chapter 4 Labor Law

Examples of Employer Unfair Labor Practices (Read)

Section 8(a)(1): Interference, Restraint, or Coercion That Undermines Section 7

· Circulating and antiunion petition.

· Surveillance of union activities beyond what’s necessary for security of company property.

· Threatening employees with job loss or demotion or physical harm if they support a union.

· Interrogating employees about their union sympathies.

· Preventing employees from talking about a union or wearing union buttons when it doesn’t interfere with their work duties or customers.

· Note: All of the examples provided below for Sections 8(a)(2)-(5) also violate section 8(a)(1).

 

Section 8(a)(2): Domination of a Labor Organization (Company Union Ban)

· Initiating the formation of a union.

· Creating a nonunion employee representation plan

· Creating a labor-management committee that discusses wages and working conditions with some give-and-take with management, but in which managers retain decision-making power and control the committee’s agenda, structure, and continued existence.

 

Section 8(a)(3): Discrimination to encourage or discourage union membership

· Firing a union supporter or someone trying to form a union

· Transferring a union supporter to a less desirable job or promoting a union opponent to a better job

· Refusing to hire someone because of past union sympathies or membership

· Closing part of a business for antiunion reasons.

 

Section 8(a)(4): Discrimination for filling charges or testifying under the NLRA

· Firing a worker who files an unfair labor practices charge

 

Section 8(a)(5): Refusal to bargain with a certified union

· Refusing to meet with a certified union

· Failing to bargain in good faith – that is without a sincere attempt to reach agreement.

· Never making counterproposals.

· Changing wages, benefits, or other terms of employment without negotiating first.

· Dealing directly with individual employees to circumvent the union.

· Refusing to provide relevant information.

· Refusing to bargain with certified union as the exclusive representative of all bargaining unit employees.

 

 

 

HRM 4570 ILR Lecture Notes

Chapter 5 Labor and Management: Strategies, Structures, and Constraints

 

Table 5.1 – Traditional Union Strategies and 21st Century Alternatives

Business Unionism Social Unionism
Strong ____________unions Strong ___________unions
__________________is key Workplace, ______, and _______action
_____________of capitalist institutions ___________of status quo
Equity through ___________________ Equity through ___________________
Voice through ____________________ Voice through ____________________

 

 

Servicing Model Organizing Model
Pay dues in return for protection through collective bargaining and grievance procedures Mobilize workers for empowerment and actions
Workers consume union services. Workers participate in union and workplace activities including organizing

 

 

 

Job Control Unionism Employee Empowerment Unionism
Focus on specific job rights. Focus on creating procedures for empowerment.
Seniority and job classification are important Skills are important
Equity through standardization and equal treatment Equity through fair process
Voice through union representation Voice through empowerment

 

 

 

Industrial Unionism Craft or Occupational Unionism
Represent all workers in a single ____________. Represent workers in a single ________ in _____________workplaces.
Bargaining power from _____________

__________________entire workplace.

 Responsiveness to a ________________

________________________

 

 

National union federations in the United States:

· _________________________–Congress of Industrial Organizations (AFL–CIO)

· _________________________ federation

 

 

Table 5.6 – Union Avoidance Tactics

 

# Union Avoidance Tactics

 

 Union Suppression vs. Union Substitution
1 Firing or harassing union supporters Union Suppression vs. Union Substitution
2 Screening out pro-union applicants Union Suppression vs. Union Substitution
3 Above-market pay and benefits Union Suppression vs. Union Substitution
4 Opportunities for training and development Union Suppression vs. Union Substitution
5 Plant closings or bankruptcy Union Suppression vs. Union Substitution
6 Subcontracting or outsourcing Union Suppression vs. Union Substitution
7 Respectful supervision Union Suppression vs. Union Substitution
8 Complaint or grievance procedures Union Suppression vs. Union Substitution
9 Investing in nonunion sites Union Suppression vs. Union Substitution
10 Surface bargaining Union Suppression vs. Union Substitution
11 Employment security Union Suppression vs. Union Substitution
12 Attitude surveys Union Suppression vs. Union Substitution
13 Using permanent strikes replacements Union Suppression vs. Union Substitution
14 Facilitating decertification Union Suppression vs. Union Substitution
15 Information sharing Union Suppression vs. Union Substitution
16 Consultation/ participation mechanisms Union Suppression vs. Union Substitution

 

HRM 4570 ILR Lecture Notes

Chapter 6 Union Organizing

 

________________campaigns

· Organize a workplace and enhance representation of existing employees

________________campaigns

· Increase a union’s membership by organizing dissatisfied workers

True / False Questions: Strategic vs. Opportunistic campaigns

1. When the Teamsters Union, one of the largest unions representing truck drivers and other cargo handlers, aggressively tries to organize semi-drivers who are nonunion, their campaign would be best described as strategic, rather than opportunistic, in nature. True False  

campaign
2. If the U.S. Airline Pilots Association begins to organize a group of food service employees at the Chicago O’Hare airport that is very interested in unionizing, they are engaged in an opportunistic organizing drive. True False  

campaign
3. The United Food and Commercial Workers International Union, which represents many grocery store employees across the country, decides to aggressively campaign to unionize Walmart employees. This organizing drive is best described as an opportunistic organizing drive. True False  

campaign

 

 

_______________ recognition: Recognition based on authorization cards

· Gathering signed cards from more than _____% of employees, can recognize union as bargaining agent

· A neutral party examines the cards and determines if truly more than _____% of the employees signed cards

· The employer can recognize the union and is then __________to bargain with the union. This is called ___________ recognition

 

Recognition strike: Strike to compel employer to ___________ their union

Certification election: Used in a nonunion location to ascertain if a___________ of employees want to become unionized

 

Appropriate bargaining unit:

· Group of __________ and __________ relevant to the certification election

· Employees excluded from coverage under the National Labor Relations Act include _______________, managers, confidential employees, and others.

 

Individual Voting Decisions

1. _________________________________

2. _________________________________ (Degree to which an individual thinks a union will be instrumental in improving the workplace)

3. _________________________________, and

4. _________________________________

Employer Campaigning Tactics

1. _________________ with employees

2. Employer ________________ on employees and union organizers

3. Union _____________ consultants and lawyers

 

Union Campaigning Tactics

1. Distributing _________________ and letters through mailings and handballing

2. Developing ___________________ relationships with workers such as house calls and small group meeting

3. Carrying out _______________________ and using workers as __________________ organizers

15

 
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BUS-FP3050 Assessment 3 Communicating A Team Vision

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Overview

Innovation and change within organizations often requires a deft application of communication principles. In this assessment, you will create a video response to a crisis depicted in the Riverbend City: Communicating and Leading for Change and Innovation scenario.

Preparation

Scenario

Based on the communications that you have received from your team depicted in the Riverbend City: Communicating and Leading for Change and Innovation scenario, it is clear that your team is resisting the changes being proposed. Your examination of the communication surrounding your team members’ feelings about the changes have left you concerned. Of particular concern have been the communications of Matthew Chu, who has sent group emails with disrespectful comments and memes about the governor. You have resolved to reset the team members’ attitudes so they clearly understand your approach to the changes and how communications among them need to reflect it.

After analyzing the situation, your plan is to briefly introduce items for your team to consider before the meeting via a 4–5 minute speech. Your goals for this speech are to:

  • Communicate your decision on how you plan to address the governor’s actions and plans.
  • Explain three critical communication issues and challenges faced by the team, including communication issues to date.
  • Describe an action or policy that you will introduce to improve communications and assure people are working with a unified purpose.
  • Define your expectations for ethical discourse in team communications.

Instructions

Prepare a 4–5 minute speech that will be presented at a conference meeting for all team members in which you address each aspect of the scenario.

Presentation Guidelines

Be sure your speech meets the following requirements:

  • Length: Approximately 4–5 minutes.
  • Presentation: Although this is not performance art, you will be judged on the communication skills that you have studied in this course including your consideration of audience and content.
  • Content: Address all items defined in the scenario.

Competencies Measured

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

  • Competency 1: Analyze business communication situations.
    • Create an appropriate response to the scenario based upon sound analysis.
  • Competency 2: Apply fundamental principles of organizational communication.
    • Create a video that effectively addresses specified goals.
  • Competency 3: Analyze the interrelationships of communication within organizational systems.
    • Explain critical communication issues and challenges faced by the team.
    • Describe an action or policy that would likely improve communications and assure people are working with a unified purpose.
  • Competency 4: Analyze the application of ethical principles in organizational communication.
    • Define appropriate expectations for ethical discourse in team communications.
  • Competency 5: Communicate effectively and professionally.
    • Organize content for ideas to flow logically with smooth transitions.
 
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From The Given Discussion Preparation Scenario, Outline A Plan For A One-Day Training Program That Follows The Experiential Learning Model (ELM).

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This is an example from the professor:

Implementation of the Training.” Please respond to the following:

• From the scenario, outline a plan for a one-day training program that follows the experiential learning model.

The experimental learning model provides ideas for a training and development structure and includes exercises or games in the training as well. I have provided an ELT for a call center that provides customer service.

8–5 with a one-hour lunch

Couse objectives. This one-day training will provide:

1) Assistance with developing a professional and consistent technique in communicating with customers

2) Skills on how to engage with customers on a personal level, better known as creating a rapport with customers.

3) Learn communication skills and how to probe customers for information, as well as how to answer their questions effectively and efficiently.

4) Discover ways to exceed job and customer expectations

Course Overview

Introduction (8-9)

Trainees will introduce themselves with a game called breaking the ice. This is simply a game of introducing yourself to the other trainees including: name, 1 personal thing about yourself, hobby and personal objective for the training class.

Then we will discuss the importance of customer service, and if time permits good or bad customer service experiences.

The Lecture (9-12) (break 10-1015)

Handling Customer Questions

Examples of Company expectations (recorded calls, good and bad)

Ways and importance of creating a 5 minute friend (building rapport with the customer)

How important tone of voice is, and how having a physical smile on your face can come through in the tone of your voice as well as through your attitude.

Lunch (12-1)

Information and Experience (1-2)

Importance of listening and understanding the customer’s needs.

Group discussions; to share any questions or issues about the prior information provided.

Then class discussion with proposals of different approaches that could have been taken on the calls.

Expectations (2-330) (break 230-245)

Customer Service Expectations

Treating others how you want to be treated.

Customer relationships

Trust

Follow up and follow through importance

Knowledge Check and Practice (330-430)

Role Play/Mock Calls

Angry/Irate Customer Calls and Pleasant Customer Calls

Discuss positive and negative approaches to customer service

Discuss ways to calm customers

Knowledge Check

Course Feedback (430-500)

 
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Human Relations 5

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  • Unit V Journal 

Instructions

According to DuBrin (2015), “Cultural intelligence is an outsider’s ability to interpret someone’s unfamiliar and ambiguous behavior the same way that person’s compatriots would” (p. 177). In this case, how would you incorporate cultural intelligence within a team setting? Please explain.

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

Unit V Essay 

Instructions

The use of teams can bring about great change within an organization; however, effective outcomes often depend on how teams are assembled and incorporated. A key component to the assembly of a team is the level of diversity that will be included. As discussed throughout this unit, the presence of diversity can provide an advantage for a team but can also create some difficulties that must be overcome. The essay topic is the advantages and disadvantages of diverse teams within an organization. The following questions should be addressed:

  • What are some advantages to utilizing diverse teams within an organization?
  • What are some potential difficulties that might need to be overcome in order for a diverse team to be successful?
  • What are some methods and tactics that can be utilized to overcome the potential difficulties?
  • As a conclusion, is it worth the effort to attempt to overcome the difficulties in light of the potential advantages of a diverse team?

Your essay should be at least three pages in length, including an introduction, a body of supported material, and a conclusion. The reference and title pages do not count toward the total page requirement. A minimum of three scholarly references are required. Please use the CSU Online Library to locate the supporting references to write this essay.

 
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HUMAN RESOURCE MANAGEMENT ASSESSMENT

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The summative assessment will assess not only your knowledge of the topics covered in the course but also your own learning experience developed during the semester. The final task is composed of two parts. Part A is a theoretical reflection and part B an annotated bibliography.

Part A: Theoretical reflection – The first part of the assignment will require you to respond to a total of two (2) questions regarding your understanding of the main theories in the field of human resource management as well as your awareness of how they may be applied in practice, including how they shape the development of your own skills. Both answers need to be essays style and no more than 1500 words in total. Each answer will be worth 10 marks, for a total of 20 marks.

Part B: Annotated bibliography – The second part of the assignment requires you to cite, read, summarise, and analyse two (2) articles addressing one or more topics done during the semester. Each article will be worth 10 marks, for a total of 20 marks.

Assessment Criteria for Assessment Task 3 – Summative Assessment:
• Appropriate understanding and effective use of the relevant literature.
• In-depth evaluation of your own experience and learning.
• Presentation of logical and cohesive discussion that provides evidence of critical and analytical thinking.

• Ideas and assertions substantiated through reference to theoretical material and key academic perspectives/views.
• Clear and comprehensive written style to convey meaning as well as professional use of RMIT Business referencing (harvard style)

 
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PIRATES OF GLOBALIZATION International Business Management

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image1.jpg

image4.jpg image5.jpg image6.jpgCHAPTER 3 • POLITICS, LAW, AND BUSINESS ETHICS 103

image7.jpg Practicing International Management Case

Pirates of Globalization

I t pays to remember that old Latin phrase. cm·eat empror (“‘let the bu yer beware”). when tackling the production of counterfeit prod­

ucts on a global scal e. Sophisticated pirates routinely viola te pat­ ents, trademarks, and copy righ ts t o churn out hi gh-qu al it y fakes of the best-kn own brands. Trademark co unterfe iting amount s to between 5 and 7 percent of world trade, or around $500 bil­ li on a year. Phony products appea r in many indust ries, including computer softwa re, films, books, music COs, and pharmaceutical drugs. Fake computer ch ips, broadba nd routers, and computers cost the electronics indust ry alone u p to $1 00 bi ll ion annually.

Tradition ally peddled by sidewalk vendors and in back-street ma rkets, coumerfeiters now employ the latest technology. Ju st as honest businesses do, they are using the Internet to sl ash the cost of distri buting their fake goods. All merchandise on some Internet sites is counte1feit, and even legitimate website operators, such as eBay (www.ebay.com), have difficu lty rooting out pirates.

New York retailer Tiffany & Co mpany (www.tiffany.com)

sued eBay when counterfeits of its prod ucts appeared on e Bay’s websi te. I n the complaint, Tiffany said th at, of the 1 86 jewelry pieces bearing the Ti ffany name that it ra ndoml y purc h ased on eBay, 73 percent were pho n y. Tiffany argues that, because eBay profits significantly from the sale of fake merchandi se. provides a forum for su ch sales. a nd promotes it, the com pany “shoul d bear responsibi lit y for the sal e of cou nterfeit mercha ndi se o n its site.” Others d isagree, sayi ng it is impractical to require online auction­ eers to verify the authentici t y of every product sold on its site.

Pirates h ave not i gnored t he market for automotive parts, wh ich loses a rou nd $12 billion ann ually to phony goods. Car ma n­ ufacturers li st harmful fakes such as brake l inings made of com­ pressed sawd u st and transm i ssion fluid that is nothing more than cheap oil with added dye. Boxes bearing legiti mate-looking labels make i t difficult for con sumers to tell the difference between a fake and th e real deal. The problem i s causing fears of l awsui ts because of malfunctioning coun terf eits and concerns of lost rev­ enue for prod ucers of the genuin e articles. For example, i f some­ one i s in an accident because of a counterfei t product, l egi ti mate ma nufacturers need to prove the product i s not their ow n.

Lax anti piracy regul ati on s and booming economies in emerg­ ing m arkets m ea n potential intel l ectual -prope rt y traps awai t compa nies doing bu si ness there. For exa mple. Indian law g i ves international ph a rmaceu tical firms five- to seven-year paten ts on processes used 10 ma11ujacture drugs-but 1101 on the drugs them­ selves. This lets Ind ian compa nies modify the patented production processes of internat i onal pharmaceutical companies to create drugs that are onl y slightly different.

 

In China. political protection for pi rates of in tellectual prop­ erty remai ns fairly common . Government officials. people work­ ing for the government, and even the People’s L i beration A r my (China ‘s na tional army) operate factories that churn ou t pirated goods. An international com pany has difficu l ty fighting piracy i n China because filing a lawsuit can severel y damage i ts business relations there.

Yet, opinion i s d i vided on the root ca u ses of int ellectual

propert y viola ti on s in China. Some argue that Ch i nese legisla­ tion is vaguel y worded and difficult to enforce. Others say Chi­ na ‘s i ntellectual property l aws and regulations are fine, but poor enforcement is to blame for high rates of piracy. Amazingly, Chi­ na’s regulatory body sometimes allows a cou nterfeiter to remove an infringing trademark and stil l sel l the su bstandard good. Tec hnology companies said t o have been harm ed by China’s weak intellectua l property laws include Microsoft (www. microsof t.com), w hich claims that its software i s widely pi rated, and Cisco Systems (www.cisco.com), wh i ch sued a Ch in ese hardware maker for alleged l y copying and using Cisco network­ ing sof tware.

Thinking Globally

I. Do you t h ink that the international business commun i ty is being too lax about the abuse of intellectual property rights? Are international companies simply afraid to speak out for fear of jeopardi zing access to attract i ve markets?

2. Increased d igital communication may pose a threat to

intellectual property because technology allows people to crea te perfect clones of original works. How do

you think the Internet i s affect i ng intellectual property

laws?

3. Locate in formati on on the Tiffany versus eBay lawsuit men tioned in the case. Iden tify the arguments of the plaintiff and the defendant and who prevailed. What a re the implications of that l awsui t for the sale of cou n terfei ts in online auctions?

Source: “Counterfeit Drugs: Fake Pharu1a.”Tire Economist (www.cconomist.com ). Febru­ ary 15.2012: Rachael King. “Fighting :t Flood of Counterfeit Tech Products:· Bloomberg Businessll’eek (www.businessweek.com). March I. 2010:Andrew Willi.”Europe Awash in Coumafeit Drugs.” Bloomberg Busiuessll’eek (\\”w.busine>sweck.com). December 8.

2009: Rachel Metz. “eBay Beats Tiffan) in Coun Case over Trademarks.” USA Today

(www.usatoday.com) Jul y 14. 2008.

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CHAPTER 4 • ECONOMICS AND EMERGING MARKETS 129

Practicing International Management Case

Cuba Comes Off Its Sugar High

W hen t he Soviet U nion sti ll existed , Cu ba would barter sugar w i th its comm u nist all i es i n return for oil and other goods. B u t when the Soviet Un ion crumbled i n I 989, C uba had to say good­ bye to its preferential barter rates and Soviet su bsid i es. The onl y opti on l eft to Cuba’s leader. Fidel Castro. was to sell the nation’s sugar on the open market. B u t whereas sugar ex ports eamed Cu ba

$5 bil lion in I990, they earned a pal try $20 mill ion i n 2006. Pro­ ducti o n fell from a peak of more than eigh t million ton s in 1 989 to arou nd o ne mi ll ion tons i n 20 I0. Wi th decreasing reven ues on world markets, falling prod ucti on, and i neffici ent sugar mil l s that guzzle expen si ve oil, Castro had no choice bu t to sh u t down abou t half the isl a nd-nati on ‘s mills. Today. Cu ba remai ns a net sugar im­ porteJ; and power is now in the hands of Fidel’s brother, Raul.

With the remaining state-owned industri al dinosa u rs wheez­ ing away and the economy u nder i mmense strain, the governmen t opened up key sta te industries to non-Cuba n in vestmen t. As a result, joi nt ven tures became a key plan k in the effort to prop u p Cuba through limited economic reforms. The money came chiefly from Ca nada. Mexico, and Europe-all of whom benefited from the a bsence of Cu ba·s nei ghbor and nemesi s. the U nited States, which has main tai ned a trade embargo agai nst Cuba since 1960. Much of the invest men t occ u rred in anot her commodi t y that Cuba has to offer t he world-nickel. Cuba holds 30 percen t of the world ‘s reserves of nickel, wh ich is used i n stainless steel and other all oys, and it exports 75 percen t of i ts nickel to Europe. O ne of the biggest mining firms active i n Cu ba today i s Canada’s Sherri tt International Corporation (w ww.sherritt.com). Sherritt’s flag fl ies ou tside t he island’s biggest ni ckel mine, and Sherri tt rigs are revi v­ ing output from old oil fields. After turning arou nd the ai li ng nickel mine at Moa, Sher ritt received governmen t approval to develop beach resorts and beef u p comm u nications and t ransport net works.

Although international concerns like Sherritt a re free to invest in Cu ba, they face some harsh realities and restricti ons. Cu ba is burdened wi th com plex and contradictory ru les and regulat ions. And o n ce foreig n ers beg i n to figu re out th e rul es, the govern­ men t ch a nges them. “There are times w hen the Cubans seem to go out of their way to create obstacles,” com pl ained one Eu ropean businessma n . “They need us, we ca n do bu siness here, so Idon’t un derstand w hat th e probl em is.” But it seem ed Cuba ‘s govern­ ment was going to do little to hel p.

Ricardo El izondo came to Cuba f rom Mex ico to hel p man­ age his com pa n y ‘s stake in ETECSA , Cu ba’s na tional tel ecom­ mu ni cat ion s fir m. Elizondo reports that anyone w ho wan ts to do bu si ness i n Cuba m u st accept the real i ty of partnersh ip wit h a socialist state. Cuba Jacks a legal system to enforce com mercial contracts, i t lacks a banki ng system to offer credit, an d there are

no pri va te-property righ ts. One thi ng the governmen t doesn ‘t lack is plenty of l abor laws-a nd those are onerous. Non-Cu ba n part­ ners can not hire, fire, or even pay workers di rectly. They must pay

t he governmen t to provide laborers who, in turn , are paid on ly a fraction of these pay men ts. H u man rights grou p Freedom House (www.freedom house.org) says one com pan y paid the Cu ban gov­ ernment $9,500 per yea r per worker, but the workers received on l y

$120 to $144 per year. Meanwhile, t here are reports that an aver­

age of 1.2 build ings collapse in Cen tral H avana every day.

Why do compan ies i nvesting in Cu ba put u p wi th such restric­ tions? For one thi ng, they are getti ng a great return on their i nvest­ ment. “Cuba’s assets are incredibl y cheap, and the potential return

i s huge,” says Fran k Mersch , VP at Toron to’s Altamira Manage­ men t (www.al tamira.com), w h ich holds I I percent of Sher ritt. Analysts say that Cu ba i s offeri ng ou tsiders deals wit h rates of ret urn u p to 80 percen t a year. Moreover, i nternational investors ack n ow l edge th a t the Cast ro brothers’ regime cannot last for­ ever. ln a post-Castro era, the U n ited States may end its embargo, in which case, property pri ces would soar. Companies such as Sher ritt and ETECSA, who stepped i n first. will have gained a valu able toehold i n w hat could be a vibran t market economy.

Thinking Globally

1. Wh y do you thin k the Cuba n governmen t req ui res non­ Cu ban busin esses to hire and pay workers only th rough the governmen t? Do you thi n k it is ethical for non-Cu ba n businesses to enter i n to part nerships wi th t he Cu ban government? Why or why not?

2. Do some research on Cuba, and descri be a scenario for

economic transition i n the even t that the cu nent regime collapses. How do you t hi nk transition to a market econ­ omy in Cu ba wou ld differ from the experiences of Russia and China?

3. The United States has enacted a law that permits U.S. com­

panies to sue compan ies from other nations that traffic in the prope11y of U.S. firms nationalized by Cu ba. The Jaw also empowers the U.S. government to den y en try visas to the executives of such finns as well as their families. Why does the United States main tain such a hard li ne against doing business with Cuba? Do you thin k this em bargo is i n the U nited States’ best interests? Why or wh y not?

Source: Archibald Riner. ··cuba in the 20 I Os: Creative Reform or Geriatric Paral ysi?’ .. Focal Point. April201 0. pp. 12-1 3: ··u.s. ts $500 Million Supermarket to Cuba:· CNBC website (ww w.cnbc.com). May 28. 201 0; Steve LeVine and Geri Smith, ··New Cuba Poli cy ts No Business Home Run.'” Bloomberg Busines.nreek (www.busi nessweek.com). April 15. 2009: Cuba Blog. Foreign Policy Association. (c uba.foreignpolicyblogs.com).

various reports and data.

 

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Case Study Assignment 3: The Entity Relationship Diagram

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Case Study Assignment 3: The Entity Relationship Diagram
The goal of this exercise is for you to begin to understand how the tables in a database relate. For this assignment, you will need to create an entity relationship diagram (ERD) similar to the one in Figure 7.1 in your textbook.

Consider the data tables you will need in order to bring the Broadway Cafe into the 21st century. You know you have customers and orders and inventory (you will need to think about more things you will need – be creative!). Each of them may require numerous tables (as per the examples given).

Think about the fields needed in each table. For example, your customer database needs:
◦names
◦addresses
◦a customer ID
◦customer status (active, inactive, preferred, etc)
◦what else?

How about your orders table? What else might you need? Your ERD must clearly label primary keys and foreign keys, and show their relationships so that they are easy to follow.

I recommend creating these tables in Word or Excel or PPT, and then uploading the finished product when done by clicking BROWSE, below, and then submitting your work.

You will be graded on the quality and completeness of your submission

 
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Thompson Technology : Case Study

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This case focuses on an organization’s attempts to control labor costs by decreasing expenses. Thoroughly answer the 2 main questions for discussion posed at the end of the case study –

 

Montgomery was never convinced that transferring the engineering and design

employees to a PEO was a good idea. He tried hard to convince the management

team that it was a risky maneuver, but he couldn’t get them away from the idea

that it would save money on employment costs. He is concerned about Thompson’s

liability for misclassification of employees, and he wants to minimize the risk as

much as possible, starting with the agreement between Thompson and Mayfield.

He has scheduled a meeting this afternoon with your team, and he has asked you to

provide him with the following information:

 

1. What kind of agreement should Thompson have in place with the PEO for

transferring regular employees to contract labor?

 

2. Although the engineering employees were told they were independents and they

were calling themselves independents, are they truly independent contractors

or co-employees of Mayfield and Thompson? What risks are associated with the

change in employee classification, and how can Thompson minimize and protect

itself from those risks?

 
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Public Health Issue: Mental And Emotional Well-Being

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MP_SNHU_withQuill_HorizstackHCM 320 Milestone One Template

Use this template to compile important information and resources for your final project presentation.

1. Public Health Issue Topic: Identify the public health issue you will use as a basis for your final project presentation. Briefly describe why you choose this topic.

Mental and Emotional Well-Being

2. Economic Forces: Briefly describe some economic forces related to your public health issue.

Macroeconomic Forces:

Microeconomic Forces:

3. Key Regulation Policy: Determine economic policies or regulations that currently apply to your public health issue.

4. Benefits and Consequences: Identify the perceived benefits and consequences resulting from the legislation supporting your public health issue.

5. Impact of Regulation or Policy: Describe the economic impact resulting from the legislation supporting your public health issue.

6. References: Provide links or citations for three scholarly resources that you will use to support your ideas regarding your public health issue.

1.

2.

3.

 
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