Business Law Ch 1 Solutions 12e - 2134 Words

Chapter 1 Introduction to Law and Legal Reasoning Answers to Questions in the Reviewing Feature AT THE END OF THE CHAPTER 1A. PARTIES The automobile manufacturers are the plaintiffs, and the state of California is the defendant. 2A. Remedy The plaintiffs are seeking an injunction, an equitable remedy, to prevent the state of California from enforcing its statute restricting carbon dioxide emissions. 3A. Source of law This case involves a law passed by the California legislature and a federal statute; thus the primary source of law is statutory law. 4A. Finding the law Federal statutes are found in the United States Code, and California statutes are published in the California Code. You would look in these†¦show more content†¦Answers to Questions and Case Problems AT THE END OF THE CHAPTER 1-1A. Sources of law (Chapter 1—Pages 4–5, 7–8, 9 16) Common law developed in the judicial system of England and its colonies before 1776. Statutory law refers to the body of law that is enacted by state and federal legislatures. Common law is not in any particular form; it consists of quotable statements taken from relevant opinions by prior judges, as well as ancient statutes, and is often summarized in legal treatises. Statutory law is found in the current published laws of each jurisdiction and is relatively concise. Although most states have adopted common law by legislative decree, state legislatures do not feel obligated to pass statutes consistent with common law, and inconsistent statutes supersede common law. Only in areas in which the legislature has not acted does common law serve as the primary authority. For example, the adoption of the Uniform Commercial Code in each state changed some rules of common law previously in effect. 1-2A. Question with Sample Answer: Schools of jurisprudential thought At the time of the Nuremberg trials, â€Å"crimes against humanity† were new international crimes. The laws criminalized such acts as murder, extermination, enslavement, deportation, and other inhumane acts committed against anyShow MoreRelatedSolution Manual, Test Bank and Instructor Manuals34836 Words   |  140 Pagesneed any solution manual, testbank for testbooks from the list, do contact us anytime, we provide competitive prices and fast delivery after payment done. Contact us: smtbportal@gmail.com smtbportal(at)gmail(dot)com 2010 Corporate Partnership Estate and Gift Tax with HR Block TaxCut 4e Pratt Kulsrud Solution Manual 2010 Corporate Partnership Estate and Gift Tax with HR Block TaxCut 4e Pratt Kulsrud Test Bank 2010 Federal Taxation with HR Block TaxCut 4e Pratt Kulsrud Solution Manual Read MoreMonte Carlo Simulation218872 Words   |  876 Pagesessential to our topic, its technical subtleties are less so for purposes of computational work. My use of mathematical tools is often informal: I may assume that a local martingale is a martingale or that a stochastic diï ¬â‚¬erential equation has a solution, for example, without calling attention to these assumptions. Where convenient, I take derivatives without ï ¬ rst assuming diï ¬â‚¬erentiability and I take expectations without verifying integrability. My intent is to focus on the issues most important

Statement of Purpose for My Bachelors Degree at...

I am interested to apply for the bachelor’s degree program in natural science in university of Roskilde starting in 2014. I did my secondary education in Gateway College Kandy, Sri Lanka and graduated on 2013. I have completed my secondary education in EDXCEL O/L (ordinary Level) majoring in Biology, Human biology, Chemistry, Physics, Business and Communication, Information and Technology, Geography and Mathematics. For my EDEXCEL A/L (Advanced Level) I majored in Biology, Mathematics, Chemistry and Psychology. Throughout my Secondary education I always had deep interest in science and technology. Since my childhood I was fascinated in progression of Science and how it affected civilizations. Without science and technology the world would†¦show more content†¦Playing sports have given me self-confidence and helped me learn the values of being a good team player, working as a team, and commitment. Furthermore, it aided me in gaining a better understanding of my strengths and weaknesses and helped me grow personally and mentally. I was also a member of the interact club in my school and have participated in events such as Aids walk and blood donations. Participating in these events encouraged me to help others and create awareness for diseases in the community. As a interact member I developed the aspect of helping others, showing respect and personal integrity. Furthermore, I am interested in Denmark and the Danish way of life, I learned many facts about Danish culture which I found intriguing. I have traveled to Denmark and found what a beautiful country it is, with amazing historical background. Since then I wanted to live in Denmark. As personality I would like to learn and perfect Danish. Therefore, I would love to get to know more about Denmark. Throughout my childhood I was raised in Japan and moved back to Sri Lanka to complete my secondary education. Therefore, I have been exposed to different cultures, beliefs and stereotypes. I was able to adapt to different environment and communicate well among diverse groups. I believe I will fit in well with the other students in Roskilde University in the future. Studying in Denmark would be a great opportunity because the educational system is at highShow MoreRelatedMens Rea The Writing Style and Feminism of Lakambini Sitoy7010 Words   |  29 Pagesand Other Languages School of Arts and Sciences Cebu Normal University In Partial Fulfillment of Lit 4007 Masterpieces of Filipino Writers Farina Dianne C. Abella October 2014 TABLE OF CONTENTS Page TITLE PAGE i TABLE OF CONTENTS ii ACKNOWLEDGEMENT iii ABSTRACT iv Chapter 1 The Problem and Its Scope Rationale of the Study 1 Statement of the Problem 2 Significance of the Study

Employee Engagement and Organizational

Question: Describe about employee engagement issues identified, reasons behind low employee engagement and possible solutions for increasing employee engagement. Answer: Introduction Globalisation, complexity and competition are the three key terms that define todays dynamic business environment(Hellriegel John W. Slocum, 2011). Survival in a marketplace where consumer needs and wants change more rapidly than expected, has become highly difficult for companies. Human resources of an organisation are being considered and upgraded on regular basis as one of their most precious assets(Carbonara, 2012). With an aim to strengthen their knowledge economy, organisations are doing almost everything possible for the growth and development of their employees. To develop a committed and high-performing workforce it is important to ensure high employee engagement and motivation. Employee engagement is a property of relationship between employees and their organisation. The term engaged employee is used for define employees who are enthusiastic about and fully absorbed in their work and so feel motivated enough to deliver high performance for growth and development of their organisation as a whole. This report aims at identifying and critically analysing the employee engagement issues arising from the survey results as presented in the East Mimms NHS Trust Case Study. Possible causes and appropriate solutions are discussed in details with an aim to develop and action plan for implementing employee engagement practices. Employee engagement issues identified Employee engagement is defined as a workplace approach that helps organisations create the right conditions for employees with an aim that they delivery their best performance every day, show high motivation and contribution towards the success of the organisation, remain committed to the goals and values of the organisation and perform their responsibilities with an enhanced sense of their well-being (Bridger, 2014). It is the process of creating conditions in which human resources of an organisation can offer more of their potential and capabilities. Two way communication, commitment, integrity and trust between employers and their employees are the key factors essential for employee engagement. Over the past decade, concepts and approaches of employee engagement has gained huge interest of HR professionals and management researchers as it is found to have a positive impact on productivity, profitability, performance, customer satisfaction, employee retention and organisational suc cess (Albdour Altarawneh, 2014). Employee engagement plays a vital role in enhancing overall organisational performance and delivering meaningful business results. It is the degree to which employees are absorbed and attentive in the performance of their roles (Hughes Rog, 2008). Employee engagement can be classified into two broad categories namely, organisational engagement which reflects the degree to which an employee is psychologically present as a member of the organisation and job engagement which reflects the degree to which an employee is actually fascinated to perform his job role(Kaliannan Adjovu, 2015). Thus, in the talent management drive within an organisation, employee engagement functions as an engine that draws its resilience from the effectiveness of various internal and external environmental factors. As depicted in the case study, East Mimms NHS Trust has a poor history of staff engagement and communication. The trust has made several efforts to communicate with and engage their employees in many different ways possible such as developing an interactive website, conducting monthly staff briefing, publishing bi-monthly magazine for keeping employees updated with latest news and information related to the organisation, monthly chief executives meeting, open forums held by chief executive where employees can participate and discuss issues faced by them, and operating an open e-mail concept wherein employees can send a personal e-mail to the chief executive and expect an appropriate response within five working days. Despite of these efforts the Trust has failed to effectively engage their employees. A critical analysis of the employee engagement survey results reveal that the employees in lower grades (bands 1-4) feel complete lack of engagement and communication. The five most impo rtant issues faced by employees within the Trust were related to lack of resources, training and development, communication, information and technology. Employees in lower grades (bands 1-4) felt that as compared to employee in higher professional grades (bands 5-9) they were not effectively communicated with or engaged. Employees claimed that they were not provided with resources, materials and equipments need to perform their tasks. They expressed that the mission/purpose of the company was communicated to them effectively and made them feel their jobs were important however they felt a lack of clarity on what was expected from them at work. Their roles and responsibilities were not defined, which affected their performance and productivity at work. Employees also expressed a lack of motivation as they were not encouraged or appreciated for doing good work. Employees were not encouraged to take part in decision making process and expressed that their opinions had no value. The Trust could not adhere to the learning and development needs of the employees, who expressed that no one asked them about their progress in the last six months and since last year they have never had an opportunity to learn and grow at workplace. Employees expressed a need for effective communication and information sharing a s they could not connect with their organisation and felt a lack of motivation and commitment. Reasons behind low employee engagement Creating an engaged and a high-performing workforce is one of the many complexities faced by organisations today(Truss, et al., 2013). The process of employee engagement starts from defining and communicating the vision, mission and values, training leaders and managers to live by those values, and selecting the right people, with right talent to perform the right task. Once these selected individuals join the organisation, the process of employee engagement involves redesigning, improving and tweaking the workplace environment with an aim to make it enjoyable, humane and modern(Timms, et al., 2014). Researches reveal that the process of creating a highly engaged workforce requires a balanced combination of several factors which have different impact on different individuals. To create an effectively engaged workforce it is important for organisations to understand that employee engagement is a process and not a goal(Saks, 2006). Some common reasons which lead to low employee engagem ent are: Employee engagement is not an output or measure of productivity: As leaders within any organisation, are primary concerned for increasing its overall productivity, rate of innovation and output they often see employee engagement as a measure of productivity(Markos Sridevi, 2010). It is important to understand that employee engagement, emotional intelligence, employee satisfaction etc are contributors to productivity but only productivity in itself. There have been several cases where an employee is fully engaged, committed and emotionally attached to the organisation, still fails to deliver expected performance owing to a lack of effective leadership, proper training, resources and technology availability(Susi.S Jawaharrani.K, 2011). Similar situation is depicted in the case, where the employees feel connected to the Trusts mission and purpose, still feels as lack of engagement as they do not have resources, materials and equipments needed to perform their tasks. An unclear definition or expectations: To measure something accurately it is important to ensure that it is clearly defined (Susi.S Jawaharrani.K, 2011). Likewise to measure employee performance or level of engagement it is important to clearly define what is expected from employees. It is important to define goals and objectives, clearly specify targets and achievements and specify what exactly is expected from employees(Rouillard, 2003). As depicted in the case study, most of the employees specially those in the lower grades are unable to define what is expected from them at work. Employees in such cases fail to prioritize their tasks and find themselves dedicating more time and efforts in performing tasks that are easy to compete and do not have much significance. Lack of rewards and recognition leading to a lack of motivation: Rewards and recognition play a very vital role in enhancing employee motivation at work(Herzberg, et al., 2011). It is like giving employees a reason to delivery high performance at work. Motivation is defined as the inner force which compels an individual to delivery high performance(Jr, 2005). Rewards and recognition programs help an organisation satisfy the higher level needs of their employees as identified in the Maslows need hierarchy theory. As depicted in the case, the Trust has no reward and recognition program for its employees. They are never appreciated for doing good job and no one encourages them for development. The Trust makes no efforts to identify the needs and motives of their employees which are evident from the fact that, since last six months no one asked them about their progress. Lack of encouragement and empowerment: Employees that are effectively encouraged and empowered have greater chances of realising their full potential (Murray, et al., 2006). Employees at the Trust fail to realise their full potential as they are not encouraged to develop and take part in decision making. There is lack of empowerment and they feel their opinions do not matter within the company thus reducing their commitment and contribution towards the success of the organisation. Lack of effective communication: A communication gap between employers and employees leads to the development of uncertainty, insecurity and rumours which actually do not exist(Murray, et al., 2006). Information which is not communicated effectively often lead to misunderstandings, weakening the bond between employers and their employees. The case depicts a lack of communication which is experienced more by employees in lower grades as compared to employees in higher professional grades. Possible solutions for increasing employee engagement To create a highly engaged workforce, organisation must ensure that they align efforts with strategies, encourage and promote collaboration and team work, empower employees, provide recognition and support when required and provide relevant resources needed for the employees to grow and develop. The 10 Cs strategy of employee engagement can help East Mimms NHS Trust create an engaged workforce, the 10Cs are: Connect with employees, provide Career advancement opportunities, Clarity of goals, Convey expectations, Congratulate achievements and good work, encourage Contribution of ideas and opinions, provide Control, encourage Collaboration, maintain Credibility and win Confidence (Susi.S Jawaharrani.K, 2011). Apart from relying on the above mentioned 10Cs of employee engagement, East Mimms NHS Trust can also implement some of the best practices of employee engagement followed by some of the most successful organisations across the globe. Adopting a suitable Leadership Style: Mark Zukerbergs, Founder and CEO of Fackbook entrepreneurial leadership style had help in engaging the young employees of the company, making is one of the worlds fastest growing companies(Bridger, 2014). Steve Jobs transformational leadership style has made Apple inc. one of the best companies to work for and a market leader in innovation and technology. Creating an engaged culture: Howard Schultz effort to develop and ethical culture at Starbucks has helped him in developing a highly engaged workforce, and in turn developing a company that is recognised as one of the worlds most ethical organisation for the ninth year in a row(Bridger, 2014). Effective Communication: Allan Mullays, CEO Ford Motors, mantra of communicate, communicate and communicate helped him in saving the company from losing its existence and eventually emerging as one of the leaders of automotive sector(Markos Sridevi, 2010). With these best practices East Mimms NHS Trust will be able to improve level of employee engagement and motivation which in turn will improve their overall effectiveness and efficiency. Action plan for implementation Action plan for improving employee engagement at East Mimms NHS Trust is shown below: Action Required Details Time allotted Start from the top Establishing clear vision, mission and values through leadership commitment April 2016 Enhancing two-way communication Initially having bi-monthly one-to-one meetings. Weekly open forums. Reducing email response time to 2 days. Starting May 2016 Continuous Defining goals and expectations Clearly defining and communicating to employees goals and expectations associated with each role Starting May 2016 Continuous Reminders in monthly team meetings Training and Development Using different training and development models such as ADDIE model to analyse, design, develop, implement and evaluate training programs Starting June 2016 Continuous Resource Evaluation Ensuring employees have all the materials and equipments needed to perform their tasks Starting May 2016 Continuous Reward and Recognition Implementing a reward and recognition program that will evaluate employees based on their performance Starting July 2016 Continuous Table.1. Source: Made by Student (2016) Conclusion Employee engagement plays a very vital role in enhancing employee motivation, satisfaction and commitment at work, which in turn are responsible for enhancing the overall performance of the organisation. Employees that are engaged effectively serves as a competitive advantage for the organisation against rivals as they get an opportunity to realise their full potential and develop innovative products and serves. Implementing the best practices of employee engagement will help East Mimms NHS Trust in developing a highly engaged workforce. References Albdour, A. A. Altarawneh, I. I., (2014) Employee Engagement and Organizational Commitment: Evidence from Jordan. International Journal of Business, 19(2), pp. 192-212. Bridger, E., (2014) Employee Engagement. London: Kogan Page Publishers. Carbonara, S., (2012) Manager's Guide to Employee Engagement. Chicago: McGraw Hill Professional. Hellriegel, D. John W. Slocum, J., (2011) Organisational Behaviour. New York: Cengage Learning. Herzberg, F., Mausner, B. Snyderman, B. B., (2011) The Motivation to Work. New Jersey: Transaction Publishers. Hughes, J. C. Rog, E., (2008) Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), pp. 743-757. Jr, J. E. B., (2005) Motivation and Transactional, Charismatic, and Transformational Leadership: A Test of Antecedents. Journal of Leadership and Organizational Studies, 11(4), pp. 25-39. Kaliannan, M. Adjovu, S. N., (2015) Effective Employee Engagement and Organizational Success: A Case Study. Procedia - Social and Behavioral Sciences, 172(1), pp. 161-168. Markos, S. Sridevi, M. S., (2010) Employee Engagement: The Key to Improving Performance. International Journal of Business and Management , 5(12), pp. 89-96. Murray, P., Poole, D. Jones, G., (2006) Contemporary Issues in Management and Organisational Behaviour. New York: Cengage Learning. Rouillard, L., (2003) Goals and Goal Setting: Achieveing Measured Objectives. New York: Cengage Learning. Saks, A. M., (2006) Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), pp. 600-619. Susi.S Jawaharrani.K, (2011) Work-Life Balance: The key driver of employee engagement. Asian Journal of Management Research, 2(1), pp. 474-483. Timms, C. et al., (2014) Flexible work arrangements, work engagement, turnover intentions and psychological health. Asia Pacific Journal of Human Resources, 53(1), pp. 83-103. Truss, C. et al., (2013) Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory. The International Journal of Human Resource Management, 24(14), pp. 2657-2669.

Unilevers Business Strategies

About Unilever (in general) Unilever is a multinational company. It manufactures and sells consumer products. The company was founded in 1930s, and has grown tremendously since it launched its operations.Advertising We will write a custom essay sample on Unilever’s Business Strategies specifically for you for only $16.05 $11/page Learn More Despite the competition and business challenges it experiences, Unilever’s business strategies have favoured its growth. The Company is dual-listed in London (UK) and Rotterdam (Netherlands). Annually, the company registers considerable revenues despite the huge operational costs it incurs. For instance, it registered â‚ ¬46.467 billion gross revenue in 2011. Due to the growing demands for its products, the figure increases annually. Unilever’s managerial techniques have embraced ethical provisions. The company supports various charity organisations. This constitutes one of its Corporate Social Responsibilities (CSR); staged to â€Å"give back† to the community. Since Unilever operates in numerous countries with diverse cultural provisions, the company has established, ratified, and embraced dynamism so as to remain competitive, spirited, and relevant in the market. The major competitors of Unilever incorporate Nestlà © and Procter Gamble among other local producers.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Unilever (Saudi Arabia) Unilever operates in Saudi Arabia under taut â€Å"Shariah† laws. The Saudi Arabian market is large and affluent following the economic prowess of the country. Clients have been categorised into various market segments for easy promotional strategies. The racial and religious differences in this region are considerable. They have affected the growth of some companies remarkably. Nevertheless, Unilever has managed to survive in the Saudi Arabian market regardless of the mentioned challenges. The aspects and influences of the Islamic religion matter in this area. As a multinational corporation, the management of Unilever is centralised. Most of its operational directives emerge from headquarters. However, such directives are modified to fit the Saudi Arabian market. Evidently, the company sells various products in the Saudi Arabian marketplace. This includes the consumer goods mentioned before. Unilever products are well-known throughout Saudi Arabia. Company Objectives Unilever has set various business objectives so as to remain relevant and competitive in the market. The fact that it deals in the consumer products demands considerable business objectives. Firstly, the company endeavours to produce quality products that will satisfy the market demands. Additionally, it strives to augment its production capacities to counter the continuously growing market opportunities.Advertising We will write a custom essay sample on Unilever’s Business Strategies specifically for you for only $16.05 $11/page Learn More Unilever also endures to expand its market presence by opening up its branches in numerous countries and enhancing its production capabilities as indicated earlier. It has equally enacted viable CSR programmes to ensure that it ‘gives back’ to the society, conserves the environment, and embraces sustainable development. Another objective is to embrace modern Research Development techniques that will allow the company to emerge with novel products. This will enhance its customer services and market saturation. Similarly, Unilever endeavours to operate beyond the cultural and territorial barriers. Company Strategy Unilever’s business strategies are evident. Firstly, the company has managed to embrace technology in its operations and production techniques. This has enhanced the company’s productivity, profitability, and cust omer services. Another strategy is to enact viable business policies that will favour its territorial operations and market penetration. The company produces distinctive consumer products with exceptional qualities so as to outdo its competitors. Additionally, its business prospects are visionary and strategic. It has managed to embrace various business cultures depending on its region of operation.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This is quite critical. Precisely, Unilever enjoys various competitive advantages in the business realms. It has the capacity to attain its business prospects. This essay on Unilever’s Business Strategies was written and submitted by user Lauren O. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.