Why Continue operations in Syria by avoiding specific airspace is a best recommendation for…
SOLUTION AT Australian Expert Writers
Why Continue operations in Syria by avoiding specific airspace is a best recommendation for Middle East Airlines? with the bullet pointswhat are the Impact on success of Terrorism attack ?and what are the steps of mitigate of Terrorism attack? with bullet pointwhat are the impact on success of Blast by the government force? and what are the steps of mitigate of Blast by the government force? with bullet pointwhat are the impact on success of Hijacks Risks? And what are the steps of mitigate of Hijacks Risks? with bullet pointplease with explanation of each onewhat are the Implementation plan Continue operations in Syria by avoiding specific airspace in short term, medium term, and Long term plan?as a bullet points with explain each one of implementation plan
Q1 – what are two definitions of diversity and outline how these are relevant for the requirements of workplace diversity.Q2
Q1 – what are two definitions of diversity and outline how these are relevant for the requirements of workplace diversity.Q2 – what are the key areas of diversity and explain the characteristics of culture, ethnicity and race as they apply to diversity.Q3 – what means to have a disability, according to Australian law.Q4 – Outline the key characteristics of religious or spiritual beliefs as they apply to diversity.Q5 – What does gender equity mean?Q6 – What does the term intersex mean? How does being intersex differ from identifying as a male or female?Q7 – What are the four generations and two key characteristics of each.Q8 – what sexual orientation means and list the common terms used to describe sexual identity.Q9 – What are the benefits of workplace diversity.Q10- What are two diversity practices and how they will impact the workplace.Q11 – How can diversity practices within a workplace impact on your personal behaviour and interpersonal experiences?Q12 – How can learning about others’ differences affect our perception and social expectations of self and others?Q13 – What is the concept of cultural awareness.Q14 – What means the concept of cultural safety.Q15 – What means the concept of cultural competence.Q16 – What is the role of leaders and managers in encouraging diversity in workplace practices and service delivery.Q17 – What are two ways to ensure equitable activities are provided to diverse clients.Q18 – What is the principle of inclusivity and list three practices that can be applied to ensure inclusivity in the workplace.Q19 – What are the types of work planning and practice that support diversity in the workplace.Q20 – What are two cross-cultural communication strategies and how you can use them in the workplace.Q21 – What are two barriers to inclusivity in the workplace.
6c. Which of the following are attractive market opportunities for Under Armour? Select “yes” for the market opportunities below that
6c. Which of the following are attractive market opportunities for Under Armour? Select “yes” for the market opportunities below that are accurate and choose “no” for those that are not. a. Under Armour has good opportunities to expand the company’s still relatively limited product lineup and brand name appeal into product categories where it currently had little or no market presence. (Click to select) Yes No b. There is ample market opportunity for UA to broaden its product offerings to men, women, and youths for wear in a widening variety of sports and recreational activities. (Click to select) Yes No c. There is ample opportunity to look for a partnership to develop a line of sports watches and other sports jewelry. (Click to select) Yes No d. Under Armour has very significant opportunities to expand outside of the United States—it is still in the early stages of establishing its brand and penetrating markets outside the U.S. and North America. (Click to select) Yes No e. Under Armour should consider integrating backward into the manufacture of performance fabrics, this would also allow them to sell to other potential buyers. (Click to select) Yes No
LafargeHolcim and ISIS in Syria In 2017, French authorities investigated and indicted several former executives of the world’s largest cement
LafargeHolcim and ISIS in Syria In 2017, French authorities investigated and indicted several former executives of the world’s largest cement manufacturer, LafargeHolcim (Lafarge), for paying the Islamic State terrorist group to protect their factory in Syria and its workers. The indictment charged Bruno Lafont and Eric Olsen—two former CEOs—and the former senior executive of Syrian operations, Christian Herrault, with financing a terrorist organization and endangering the lives of others. Lafarge was a major multinational cement company based in France, employing 81,000 workers at 2,300 sites in 80 countries around the world. The company had maintained operations in Syria since 2010, after investing more than $708 million to refurbish a factory in Jalabiyeh, a town near the Turkish border. This plant created hundreds of jobs for local residents, generated thousands of tons of cement every day, and supported other businesses nearby. Just a year after Lafarge started operations in Jalabiyeh, civil war broke out between President Bashar al-Assad’s government and various rebel factions. Between 2011 and 2013, the area near the factory was occupied by a succession of armed military groups before the Islamic State (also known as ISIS) seized control. During this period, militants intercepted and detained Lafarge employees as they came and went from work, making it dangerous for employees and difficult for managers to run the plant efficiently. In 2011, Lafarge management started paying the militants through intermediaries, essentially to leave the company alone and allow it to operate. The company’s subsidiary in Syria, Lafarge Cement Syria (LCS), paid about $15.2 million for this purpose between 2011 and 2014; a large part of this money went directly to ISIS. Herrault admitted that Lafarge was involved in a “racket,” but said that he regularly informed top managers of the company and that everything was under control. In an official statement justifying management’s decision to pay off the militant groups, the company stated, “Very simply, chaos reigned, and it was the task of local management to ensure that the intermediaries did whatever was necessary to secure its supply chains and the free movement of its employees.” Lafarge said that they did not think they had any other options to keep the plant operational and minimize risks to their employees. The company also took other steps to protect its workers and keep the militants at bay. After militant forces kidnapped nine Lafarge employees and transferred them to local militia camps, local managers spent more than $200,000 to secure their release. Lafarge also attempted to ease tensions by purchasing raw materials from ISIS-held areas to support the region’s economy. In 2013, a Lafarge memo emphasized the threat posed by terrorists. “It becomes more and more difficult to operate without being required to directly or indirectly negotiate with these [ISIS] networks classified as terrorists’ networks by international organizations and the USA,” the memo concluded. Despite the company’s efforts, workers continued to be at risk. French courts reviewed charges submitted by 11 Lafarge workers through Sherpa, a French law association whose primary mission was the protection of workers, that Lafarge placed them in a high-risk environment and put their lives in danger. “Lafarge acted as if it was above the law,” said Marie-Laure Guislain, the head of litigation at Sherpa. “But it played a role in an armed conflict, as well as in the violation of human rights, and must be held accountable.” Olsen resigned as CEO amidst an internal investigation of the firm’s top management that found that the money funneled to the terrorist groups was used, in part, to permit factory workers to move to and from the facility. This inquiry also found that Olsen was not responsible for, or aware of, the activity. According to extensive testimony and eyewitness accounts of former and current employees as well as a review of internal company correspondence, the payments to the militant groups did not guarantee the safety of plant employees. More than twelve workers were kidnapped between 2012 and 2014. There were multiple accounts of employees being held at gunpoint on their way to and from work. In 2014, ISIS forces declared a caliphate, asserting their control over a region, including parts of Syria. Within weeks, as the fighting for territory continued, air strikes were heard outside the Lafarge plant. When ISIS militants claimed responsibility for the truck bombing at a Turkish-owned cement plant nearby, Lafarge temporarily halted production and told its workers to stay home. Some workers, considered nonessential by management, were ferried by bus to operations in Manbji, a city in northern Syria. Yet, managers ordered about 30 workers to report to work to keep the Jalabiyeh plant operating. Ultimately, in 2015, as a team of employees and managers gathered for work one morning outside the plant, the factory’s doctor warned that ISIS had just captured a nearby village. “You’ve got to get out of here,” he warned. “ISIS is coming!” When the workers discovered that evacuation buses promised by management were not there, they escaped in their own vehicles. ISIS captured the factory that evening. “What I want to know,” Mostafa Haji Mohamad, a medical worker at the Syrian factory, said of Lafarge in an interview, “is why did they leave us there to face our deaths? The factory was the only thing they cared about.”1. Do you agree with the French government’s charges against Lafarge and its managers? Why or why not?2. What arguments did Lafarge managers make to justify their decision to pay terrorist groups in Syria? Do you believe that these were their real reasons?3. Do you believe that Lafarge’s actions in Syria were ethical or unethical? Use the four methods of ethical reasoning to support your view.4. Evaluate the moral intensity of the decision Lafarge managers made, based on the dimensions of moral intensity.5. Is there anything Lafarge could have done to protect its employees adequately without paying terrorists?
I cannot figure out the answers to these questions, read the story and the questions are below with possible answersDeborah
Management Assignment Writing ServiceI cannot figure out the answers to these questions, read the story and the questions are below with possible answersDeborah manages a local sandwich shop which has ten employees. One employee, Carlos, has been making sure to fully clean the sandwich prep area several times during his shift. Deborah has decided to use reinforcement theory to help make sure that Carlos continues with his positive behavior. Deborah has two methods she can use to increase the likelihood of cleaning behavior: increase Carlos’s pay or stop nagging Carlos about the state of the sandwich prep area.Questions:If Deborah increased Carlos’s pay, which reinforcement technique would Deborah be using? what is the answer?1 extinction 2 positive reinforcement 3 punishment 4 avoidance learningOn the other hand, if Deborah stopped nagging Carlos, which reinforcement technique would this reflect? What is the answer?1 positive reinforcement 2 avoidace learning 3 extinction 4 punishmentYour boss says she learned about reinforcement theory in a business class and is interested in explicitly using it to drive performance in your organization. What technique should she consider using? what is the answer?1 Organizational behavior modification 2 Employee participation 3 Incentive pay 4 Setting of specific goals
QuestionData provided: : What are some ethical issues to consider upon implementing this wine company into the wine industry? The
QuestionData provided: : What are some ethical issues to consider upon implementing this wine company into the wine industry? The attachments provided below is the marketing and operational analysis I created of this fictional company.Please do not respond with “incomplete question” or “Missing data, graph, link, or other material” because it is all provided.
An ad agency tracks the complaints, by week received, about the billboards in its city:What type of control chart would
An ad agency tracks the complaints, by week received, about the billboards in its city:What type of control chart would you use to monitor this process and why?What are the three-sigma control limits for this process? Assume that the historical complaint rate is unknown.Is the process mean in control, according to the control limits? Why or why not?Assume now that the historical complaint rate has been four calls a week. What would the three-sigma control limits for this process be now? Is the process in control according to the control limits?
The Executive at Wholesome Provisions are concerned about employees coming in late for shifts and also spending company time on
The Executive at Wholesome Provisions are concerned about employees coming in late for shifts and also spending company time on social media or personal emails. Wholesome Provisions has tried to provide a supportive family environment, but as the company has grown, they have noticed an increase in employees coming in late, checking out early, and time spent at work on popular social media sites. One of the executives has suggested purchasing software to monitor employee activity.Can you identify what kind of human resource challenge is it within the company?
calculate the current performance of a project (CPI and SPI), the estimate at completion (EAC using both CPI and SPI),
calculate the current performance of a project (CPI and SPI), the estimate at completion (EAC using both CPI and SPI), and the To-Complete Performance Index (TCPI).I) Define the number of weeks planned to complete the project which is 10 7. Assume your total budget to complete the project (BAC) is $300,000 and the planned value is linearly distributed.II) Assume you are halfway through your planned schedule, rounded to the next integer, in weeks which is 9. Assume your earned value (EV) is at 40%, and your actual cost (AC) is 10% above plan. Calculate the following:1) CPI2) SPI3) EAC, using the influence of both CPI and SPI 4) Report what percentage of over or under budget you calculate for the end of the project.Assume the P.V, E.V and A.C for weeks. Planned weeks to complete the project is 17 weeks, for the second part of the question its 9 weeks.
After reading my three key elements of my merger plan, do you think that my sources of power will help
After reading my three key elements of my merger plan, do you think that my sources of power will help achieve it becoming a successful merger? Why or why not? The first thoughts of my merger plan would be to keep the idea in mind that work is needed to make this merger the best that it can be. Always have a plan. Going into any merger today, there are sure to be pitfalls along the way. How one goes about a merger is up to the individual. These following steps are my merger plan. Research the culture on both sides. This is a great starting point. Ask questions of all employees and really find out what is important to both sides of this merger. Communication is the key here and research is key when planning resolutions to any culture based issues that might surface. Planning is the next step and I feel the most important of all. By using deadlines and a good study of strengths and weaknesses, many issue’s can be addressed before anything turns into a full blown problem. With early planning, issues can be managed early. Involvement of the shareholders and employees can show everyone involved the plans at each step of the process will help to keep everyone on the same page. My third step would be implementation. This step is also very important in the process. There will still be sharing information and exchanges still in the process. The agreed upon steps from the start of the merger are being carried out. All the work is being applied and the merger will be running smooth as of now. Any final issues can be addressed and dealt with quickly. I would be holding meetings of the both sides and keep everyone informed as we take our first steps as a new company.
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