Business

Question One
The electronics firm should favor concentrated manufacturing. This manufacturing strategy will enable the firm to effectively cover its entire market segment. It is imperative to note that the cost of concentrated manufacturing is lower than that of centralized manufacturing. This is based on the fact that the industry requires a highly skilled labor force and that the cost of constructing a new manufacturing plant costs 500 million pounds. The kind of location for the manufacturing plant should be based on several factors. The first one is qualitative factors. These include skilled workforce, stability of government regulations and the availability of an efficient infrastructure. Quantitative factors to be considered include cost of labor, land and transport. The plant should be constructed at an optimal location after an intensive analysis of globalization forces and time based competition. The location will ensure that the supply chain is effective by linking the manufacturing and distribution process to product delivery to the customer (Lenskold, 2003).

Question Two
 An efficient material management can help an international business to compete more effectively in the global market. Material management is a business activity that streamlines the planning and control of material sourcing, buying, transportation and storage. This is important to international businesses that have interests in the global market. An efficient material management should encompass an integrated management strategy. This strategy focuses on inventory control and the total analysis of the resources within the material supply chain. A supply chain logistical analysis can be useful in identification and improvement of the material management process. An effective material management function helps the international business to develop sustainable strategies that enhance its competitiveness in the global market. The benefits include reduction of supply chain costs, enhanced business resource planning and timely delivery of material.

Question Three
My advice to the CEO on exporting textile products is that the firm should assess the international textile industry. First, the involvement of all company employees and business partners is very important. This will start with the formation of a team that will comprehensively evaluate the key issues involved while going global. The second factor to consider is the formation of a business plan that outlines the objectives of international trade and how to measure the results. A market research should be carried out to assess the international textile markets. The market research should identify textile industry trends, government regulations like tax regime, threats and opportunities in each textile market. The research should also determine the strategies that will be effective and give the firm a competitive advantage. The firm should have a clear plan on how the international business shall be funded and determine an effective communication channel. Though a careful use of internal business factors the products are packaged ready for export. Customer identification in the international textile market is very essential as well as the acquisition of vital business documents.

Question Four
My CEO might be wrong by assuming that the advertising message effectively used in the United States can suffice in Brazil. The Brazilian market for disposable diapers is a totally different entity and should be considered as such. Customers in Brazil are quite different from the United States customer in terms of culture, values and attitudes. The advertisement message for the Brazilian market should be designed to meet the social and cultural aspects of the Brazilian people. A market research on the Brazilian diaper market can reveal the most effective marketing and promotion activities. On the other hand, pricing decisions can not be left to local managers. The firm should come up with a pricing strategy specifically for the Brazilian market. Again a market research should be carried out to define the most effective pricing strategy. The pricing strategy should encompass an initial market entry pricing strategy for the company. The pricing strategy should be revised in line with the market situation, competition and product life cycle.

Question Five
The source of the problem for the computer designer and manufacturer can be attributed to poor product development and marketing strategies. Product development strategies play a significant role in determining the relationship the company will have with the customers. To fix this problem, I would first review the product research and development strategy used by the manufacturer. The product development strategy should be guided by emerging needs and wants within the industry, the competitive environment, threats and opportunities in the industry. I would do a comprehensive SWOT analysis to evaluate the internal and external factors in each market. This is a careful analysis of strengths and weakness of the company and which includes the internal factors which the company has control over (Paul and Jerry 2007). An external environment would focus on forces that the company has no control of like technology and economic environment. I would also carry out a systematic market research to define the target customer, industry trends and the competitive environment. The development of new products should be based on the value they add to the customer and the cost implications in manufacturing the new products. Secondly, I would evaluate the marketing strategies for each region. The advertisement activities should target specific market segments. In addition, I would evaluate the efficiency of the companies supply chain. There appears to be a problem with the supply chain which contributes to a delay in products reaching the market. An efficient supply chain management would ensure that products reach the market in a timely and a less costly manner.

Question Six
 The major causes for the limitation of effectiveness in expatriates can be traced to cross cultural differences. Employees have a human component that is very vital in determining their performance. The human component consists of the social-cultural background of the employee. It is not easy for employee to adjust to the new work environment and it takes valuable time for them to come to terms with the change in environment. The consequence of this is that it affects employee performance. A company might reduce the occurrence of the problem by adopting a sound selection, recruitment and training method.  The exercise of posting employee should consider the cross-cultural similarities and employee motivation. The training method should be comprehensive to cover all aspects of the employee including personal characteristics. Employee management systems should put more emphasis on the social and personal aspects of the employee.

Question Seven
    The complexities of human resource management for an international firm include the challenge of developing an effective universal employee management system. The variation in business environments requires that international firms come up with specific employee management systems. The variation is due to differences in social and cultural orientation which causes a shift in motivation and work ethics. Communication and language barrier is another challenge that affects human resource management in an international firm. This necessitates firms to recruit multilingual staff. The mobility of labor across countries is another key issue facing international firms. Documentation and work permit requirements for employee in foreign countries is very critical. Government regulations on employment differ from country to country and the firm should take this into consideration. However, with globalization and the formation of trade blocks and bilateral agreements between governments, mobility of labor has been enhanced.

Founded almost 60 years ago by W Garfield Weston in the year 1935, Associated British Foods plc is currently headed by one of the forty members of Weston family George Weston. Mr. G. Weston was appointed the Chief Executive of ABF in 2005 in April after the retirement of Peter Jackson. The other executive director and also a member of the board is Mr. John G Bason who is the Finance Director of this firm (Associated British Foods, 2009d). The companys secretary Mr. Paul Lester, is the third executive director who is charged with the responsibility of ensuring that all the stipulated board procedures are followed. The chairman of this board is Mr. Charles Sinclair who took over from Mr. Martin Adamson in April this year. According to the company profile, the board of directors is also composed of four-non executive directors. The said directors are independent of the overall management of this family business since they do not have relationships that might materially interfere in their exercise of independent judgment (Associated British Foods, 2009d).
    However, the board also includes Mr. Galen Weston who despite being regarded to be a non-executive director is not independent owing to his relationship in connection to Wittington Investments Ltd. The said non-executive directors are namely Timothy Clarke, Peter Smith, Javier Ferran, Michael Jay of Ewelme as well as Willard Weston. Mr. Timothy Clarke is designated as the senior independent director within the business organizational structure.  As the representative of the Weston family, the CEO Mr. George Weston is tasked with the role of managing and leading this family business in accordance to the authority given to him by the board of directors. The other family member within the board Mr. Galen Weston provides complementary professional advice to the Chief Executive officer to ensure that the family business maintains its market leadership position in the recent wake of cut-throat competition (Associated British Foods, 2009c). In addition to these senior positions, there are other family members spread across the firms senior management levels and thereby ensuring that the family business is managed according to the aspirations of this family.
b) Management of family business in context
    According to Aronoff, Joseph and John, (2002, p. 96), the issue of management of such family businesses is definitely one of the most controversial, a yet very important component to success of these types of businesses. This has further been aggravated by the fact that family businesses are usually intricately connected in terms of the family itself, the business in question as well as its ownership. Hence, it is this complex web that tends to be the root cause of a range of family problems across the globe irrespective of the size. Therefore, in most cases, family business usually generates a mixture of family, business as well as ownership concerns.  A combination of these issues eventually results to the creation of an environment which is emotionally charged for problem solving and planning (Manfred, Randel and Elizabeth, 2007, pp. 78-79).  . In this context, this type of business requires the management of the three overlapping components.
    The said overlap of these components the business, family alongside ownership, more often than not leads to a significant difference of views as far as the management of the family business is concerned. For instance, family members who are not employed by the business but are shareholders tend to have different views regarding the dividend level in comparison to their counterparts who work in such business. It is imperative to note that the two divergent viewpoints are legitimate in their own might and should be reconciled respectfully as means of setting the direction of the family business while at the same time preserving harmony within the affected family. In this regard Aronoff, Joseph, and John, (2002, p. 124), hold the view that effective management of family business such as the Associated British Foods is founded on free communication  alongside decision making across and within the business, family and ownership groups.
    Reconciling all these elements of family business is often very difficult if not challenging and are not able to effectively deal with family-business-ownership related tensions. However, majority of family business management units usually find it feasible to employ the use of short-sighted and dysfunctional approaches in order to handle these tensions (Grant and Nigel, 2008, p. 65). One of the strategies used are secrecy and exclusion in which case some of the shareholders or family members are usually kept out of conversations pertaining family business. Furthermore, this might be extended to the keeping of several business secrets from the family members, shareholders or employees. Others on the other hand find it appropriate to use the divide-conquer strategy. In order to achieve this, some members of family usually enlist support from close allies within the family business while at the same time excluding the others from both decision making and information. The third method used to calm these tensions is through bribery. In most cases this is brought to the fore through hiring of some relatives despite the fact that they do not deserve those jobs in the first place. Closely related to this, is the idea of paying a cross-section of the close relatives hefty salaries than they actually deserve.
    The other method involves the distribution of more funds than is required from the company for the sake of maintaining harmony within the family. As noted by Hoovers (2007, pp. 31-32) the aforementioned methods only serve to provide the much needed short-term relief but fail short of exhaustively resolving the underlying issues. As a result, such measures only provide an environment for these tensions to intensify in the long run. Therefore it is noteworthy that effective management of family business takes into the account of the fact that it can not eliminate the existence of tensions but rather strive towards reducing them as much as possible. This can be achieved through ensuring that there is clarity of roles, responsibilities and rights for all persons captured in the overlapping components. The other feasible way is to encourage family members, employees of the firm as well s the owners to embrace the ethical behavior. On a more radical note, regulation of appropriate owner and family inclusion in the various business discussions might be necessitated.
c) Non-Core elements and their value to the business
    Business success as Fisherman (2008, pp. 75-76) indicates, requires an integration of key core and non core elements that dictate their ability to fit in the wider society, follow the missions, and thereby achieve their objectives. Though analysts have differed over the efficacy of applying the non-core elements, it is no doubt that they form key anchors towards Associated British Foods growth and development. 
i) Management training and leadership issues 
    In his view, Grant and Nigel (2008, pp. 58-59) indicate that the need for management training and leadership remains one of the most critical aspects that dictate the ability of a business unit to not only guide its holistic outlook in the society, but generate the need for sustainability. This notion is particularly critical in a family business as it drives the need to establish supportive structures at all levels of management. Associated British Foods (2009b) indicates that the current progress has been associated with its special treatment for different employees in the management. Particularly, the company indicates that its employees are the most crucial asset and therefore the need to maintain highest possible standards in their recruitment and development. In addition, the company has assimilated an inclusive and democratic leadership mechanism that seeks to bridge the gap between employees and the top management. For all the employees in the organization, the management has sought to generate the necessary identity for all by initiating integrative cultural derivation towards improving creativity, innovation and overall identity with the company (Associated British Foods, 2009c).
ii) Corporate and social responsibility
The notion of corporate social responsibilities in derives the need to link with the community and therefore put back some of the profits that have been assimilated from it. Under this consideration therefore, it becomes clear that companies are very critical on creating their images both internally and externally. Associated British Foods has internally established the correct orientation towards improving the employees welfare through professional ethics observance and integrity operations. Besides, it provides attractive remunerations for the employees and further contributes towards community projects (Associated British Foods, 2009a). However, the company has undergone increased pressure to increate its social corporate responsibility in the areas of the companys operations.
iii) Change management and professional skill
    In his view of organization management, Grant and Nigel (2008, pp. 86-87) indicated that the only permanent aspect in it is change. Likening organizations with ships sailing from one side of the sea to the other, organizations management should expect disturbances in their journey towards achieving their missions. Therefore, they must establish mechanisms to address these change demands in a manner that generates further progress. Family businesses have often been accused of falling short in this area mainly due to reduced external focus. Indeed, Associated British Foods lacks a clear outline for managing its change demands.  The management therefore takes full responsibilities of establishing and initiating changes and facilitating them to completion. This method is however very risky in that it can creates core resistance by the employees as they view the change considerations to be external towards their subcultures.    
iv) Role of creativity and innovation
    The notion of creativity and innovation as Fisherman (2008, pp, 35-36) indicates, brings out the need for improvement and refocusing the main objectives of an organization. Therefore, it requires careful employment of motivation by the management towards the employees.  Notably, application of this facet by the families have been highly varied ass it is partially seen an unavoidable expense or a growth facilitator. Association British Foods different employees has over the years maintained departmental innovation by encouraging team operations, emergent leadership, effective culture and the better remuneration. As a result, key ingredients and foods offered in the company retail outlets have remained highly attractive to consumers for creativity (Association British Foods, 2009a).
d) Management Issues to be considered by ABF
    According to Moorhead and Ricky, (2008, p.261), the present day 21st century rapid developments in technology have most certainly presented the business fraternity with a range of opportunities. In particular, the internet has emerged to be one of the vital platforms upon which various businesses across the globe may use to further consolidate their market positions. Faced with heightened competition within its market, Associated British Foods can not afford to overlook the importance of e-commerce. One of the notable benefits of the management of ABF to embrace this idea is its ability to reach a wider network of the market on a global scope. Therefore, this shall imply that this family business would be able to increase its penetration into the untapped markets. At the same time e-commerce shall enhance for increased sales within the existing market segments.
    This is attributed to the fact that e-commerce ensures for convenience to the customers since it provides the products to the clients through the electronic communication as the interface between the two parties. The emergence of this technology also means that such family businesses have been provided with an addition market platform to increase their visibility. Hence, the management is able to take advertise on the internet across the globe which in turn helps to promote its visibility. A closer look at the Westons family business shows that the management has embraced this concept since it offers a range of its products online for sales. Furthermore, this family business has opted to use the internet as an advertising platform for its range of products a move that has served to increase its visibility. E-commerce also carries the benefit of increasing efficiency in terms of communication both within and without this family business. In particular, the firm is now able to link up with its various suppliers through the internet spread across the country to ensure for timely delivery of goods or raw materials. That e-commerce has contributed towards the growth of Associated British Foods since its inception in 1935 is a fact (Associated British Foods, 2009c).
    In todays business environment, the role played by production of quality goods or services can not be over emphasized. According to Fisherman (2008, pp. 45-47), quality ensures that customers get value for their money which in turn increases customer loyalty. Ranging from grocery all the way to the sugar products, one can not fail to note the high quality of ABFs products. Against this backdrop, the management has put in place measures aimed at ensuring that the ultimate product is of high quality.  This has enabled for its various products to stand out from the rest within the United Kingdoms market as well as across the globe (Associated British Foods, 2009c). Indeed this is evidenced in its continued growth throughout the history of time in comparison to other market players.

 Discrimination at workplaces is rampant and it might be due to cultural differences racial differences gender and difference in academic levels. For one to avoid discrimination, heshe should not extend hisher personal to the employee or workmate. Callahan and Anderson (2001) explain discrimination as a sociological term which defines the treatment either taken toward or against an individual of a given group. Behaviors of discrimination take many forms all of which comprise of rejection or exclusion. The law dictates that one should only extend employment opportunities that are similar to enable the enforcement for similar policies for all the employees. This paper is going to examine various discrimination issues in the military like women discrimination in the military, gay discrimination, Age discrimination and handicapped discrimination.
Discrimination of women in a military workplace
Sexual harassment is the type of sex discrimination that involves sexual advances which are not welcomed and making sexual favor requests and other physical or verbal behavior of sexual nature.
Following the infamous incident that happened in Tailhook in which 26 women were harassed sexually during the gathering of Navy aviators in September 1991, there has been significant attention to sexual harassment in the military. Nonetheless, the crisis widespread sexual assault was not new in the military. The women in uniform as well as the pentagon official whose duty is to address it knew about it (Callahan and Anderson, 2001).
This part of the paper is going to describe the caliber of sexual harassment within the military and suggest the reasons behind this crisis. It will also suggest necessary actions to eradicate this form of gender discrimination within the armed forces. Below is detailed information issue by the pentagon about sexual harassments that have occurred for almost two decades.
A study carried out in 1980 on sexual harassment in the navy revealed that out of all the women analyzed, 60 percent of them had been harassed sexually. In 1983 a study revealed out of all the navy women surveyed 84 percent of them had been sexually harassed.
In 1987, the Study Group on the Progress of Navy Women realized that more than half of the 1,400 women sampled had ever suffered the causality of sexual assault while in the Navy. Defense Task Force on Women in the armed forces department reported in 1988 during the month of January that sexual aggravation still remains a major problem in all forces.
According to Callahan and Anderson (2001), Defense Manpower Data Center carried out a study on over 20,000 personnel in the forces in 1990 and found out that almost two out of every three women were sexually assaulted in the past year. In the Tailhook event, there were at least fourteen women officers who harassed sexually.
As a result of the Tailhook incident, active duty women as well as veterans have come forward complaining on serious harassments the letdown of their seniors to seriously take their complaints. Some sexual harassment cases which were most troubling took place throughout the Persian Gulf War. Not less 24 service women of the United States army were either raped or harassed sexually by the personnel of the armed forces of the United States.
Studies carried out reveal that the extent sexual harassment suggests that few women fall victims of sexual harassment due to lack of self-belief in the armed forces system for redress. It was found out by The Defense Manpower Data Center that less than 37 percent of women had a belief that the charges for sexual harassment would be investigated in a swift manner or that the perpetrators would have penalties enforced to them. A good number of sexual harassment victims thought that they would labeled as trouble makers.
The Tailhook inquiry made by the Navy further indicates failings in the armed forces for investigating complaints from sexually harassed victims. At first there were efforts made to make the incident unknown. Among the over 1,000 interviews carried out by NIS the main criminal investigative agency of the Navy, all senior officials as well as aviators pretended not to know any of the perpetrators. A report issued by the pentagon on 24th September concluded that the officials of Navy intentionally challenged their own investigation in protection of their colleagues.
A number of senior Navy officials were demoted. Among those demoted are Navy Secretary Lawrence Garrett III who was in Tailhook when the incident happened and Rear Admiral Duvall M. Williams, who was the commander of the Naval Investigative service. Mr. Williams had compared the female pilots of the Navy to topless and go-go dancers. Another fellow who did not evade the demotion was inspector general and judge advocate general of the Navy.
Contribution of restrictive laws to the harassment problem
Other than insufficient sexual harassment policies enforcement, several other factors contribute to the high rate of military womens sexual harassment. In connection with Tailhook, secretary of the navy Sean OKeefe said that the cultural issue is the one that has brought about the uncouth attitudes and behavior towards women officers to prevail within the Navy. The laws and regulations limiting womens combat assignments are the ones that have brought much of this culture.
The restrictions bring out the view that women are substandard and may therefore be considered inferior. The report issued out by the Navy in 1990 on progress of women in the forces explained about the Navys warrior mentality character which says that women dont belong. The report also indicated that most of the Navy team members (both men and women) have a perception that women are not equal members of the team.
Legal restrictions when it comes to women assignments have made the quantity of female military personnel to only 11 percent which assist in the creation hostile atmosphere for women. Few women in places of work, working in fields that are not traditional and having a supervisor who is male in all situations just like the military women have been highly harassed sexually together with other forms of sexual discrimination.
Another harassment brought by restrictive laws is that jobs of higher ranks in the military are given to those who have experience in combat and since most women lack this combat experience very few women hold senior positions. In the long run men are the ones who are generally charged with harassment policy enforcement. These same never take problem seriously due to their dissimilar experiences.
There is protection of civilians against employment discrimination which also includes sexual harassment under the coverage of the Title VII of the Civil Rights Act of 1964. This Act warns against employment discrimination basing on color, race, sex national origin as well as religion.
To add on procedures of grievance and policies, the employers could already be having Title VII in place to fight discrimination. Title VII is enforced by Equal Employment Opportunity Commission to provide employment discrimination victims with an avenue which is legal for seeking redress.
Even though title VII Act gives protection against employment discrimination, the protections does not apply to military personnel that is in uniform as far as United States Courts of Appeals which has addressed this issue is concerned. It is with this reason that a military member in uniform cannot claim military discrimination under title VII even though a civilian who is doing work within the military can.
Availability of limited redress for Military sexual harassment
The available remedies for a military woman pursuing a sexual harassment case are limited as compared to a civilian victim with the same case. The civilians are provided with compensatory and disciplinary damages up to limits are statutorily set Title VII coverage. This ensures that the perpetrator will be punished and at the same time the victim of sexual abuse will be compensated.
Conversely, internal military might discipline the perpetrator and provide compensation which is extremely limited for the sexual harassment victim but will later focus on the individuals behavior and accountability instead of organizations responsibility as a whole.
Back pay and reinstatement are the only forms of redress available to victims of military sexual harassment. This redress is usually in limited circumstance. In cases where the harassment has let to a military record that is unjust, a member of the service may request a military records correction board. The board has powers to correct the records and is in a position to repay allowances, emoluments, compensation and other small benefits to the claimant.
Recent steps to cub military sexual harassment
After the Tailhook infamous incident, the military took some significant steps against sexual harassment. There was a proposal made by the Navy for amendment of the Uniform Code of Military Justice to explicitly deal with sexual harassment. There was an order to all units of the Navy to set aside a day for training for a period of not less than two months and the Navy opened a free hot line for sexual harassment victims.
The secretary of the Navy made an announcement of plan to restructure the designed plan to end the enmity and rivalry between the major fighting communities in the Navy. This plan was also to address the problems of culture which create room for sexual harassment.
Discrimination of gays in military
The following is the revision of a statement that was passed before the United States army implemented its Dont Ask, Dont Tell policy in 1993, which signified a softening of the armed forces attitude. It perpetuated the hiding of a military identity- operation modes and secrecy requirement that are barely favorable to an emotional functioning that is healthy. Moreover, this policy is discriminatory because it imposes requirements to lesbians and gays, which are not functional to heterosexuals.
There is prevalence of anti-homosexual bias among military ranks of enlisted personnel and leadership. According to ILGA (2009) anecdotal reports, incidences of violence and harassment against lesbians and gays are still common. With continuation of anti-homosexual bias in the military, the American Society for Adolescent Psychiatry believes in reissuing a call to stop discrimination against gays and lesbians in the armed forces. With regards to the Age-Discrimination on Employment Act (1967) Position Statement that was passed in parliament by delegates, there is no connection between work performance and sexual orientation, and that the armed forces of other countries that freely permit gays and lesbians into their ranks are not affected by intragroup conflicts.
Nevertheless, a hindrance or a ban to the United States armed forces military basing on ones sexual orientation is being opposed by the American Society for Adolescent Psychiatry, which is an organization that contains professional psychiatrists who are dedicated to the psychiatric treatment of young adults and adolescents and the study of adolescents. The psychiatrists work gives them a helpful and intimate understanding most of the issues involved in review of current policy that openly bans lesbian and gay from serving in the armed forces.
The armed forces main responsibility is to be able to defend or provide security to the interests of a nation and in this mission other conditions ought to remain constant. But it has come to realization by our society that the militarys primary mission is not incompatible with social justice considerations. From the past argument, military preparedness and armed services morale could be undermined by racial integration. Instead, the armed forces had achieved a racially desegregating experience during the Truman administration and these evidently facilitated equal opportunities for all Americans that were envisioned by our finding fathers. President Trumans farsighted decision enhanced rather than hindered the national defense. We believe that the same truth will apply on lifting the ban on bisexual individual, lesbians and gay men that are open on their sexuality.
The policies of Dont Ask, Dont Tell as well as discontinuation in the ban on gays or lesbians individual on the on the armed forces with no delay, are recommended by the American Society for Adolescent Psychiatry. This position can be based on several factors like lesbians and gays being capable of performing their duties in comparison to heterosexual individuals sexual orientation, whether its origins are readily amenable to change or not a matter of choice homosexuals being discriminated is major factor that interferes with the psychological adjustment and development. It can therefore lead to subsequent complications that are emotional and stress that is not of best interests to a countrys nation sexual orientation should clearly be differentiated from private behaviour in that it is an exploitative behaviour or unacceptable public harassing on one side while it is a heterosexual or homosexual nature on the other hand and if superior officers handle it with a policy statement that is clear (as was performed in racial integration issue) proper efforts that are educational and privacy of all support whenever possible, then there is no need for an undue distress that is caused individuals in the armed forces that are homosexual, bisexual or heterosexual. The experience of many allied countries as well as numerous studies in United States shows that the armed forces will not compromise the legitimate mission.
Gay rights in the military
Gays in the armed forces are stung by criticism over the Dont Ask, Dont Tell policy. The US administration is quietly implementing steps that will reduce sexual orientation of the federal government other parts. The changes deviate from Bush and Reagan administration policies, that is, federal employees that are either gay or lesbians have formal procedures that may assist them to challenge what they see as unfair treatment. Some gay leaders prefer an approach that is step-by-step which focus on revisions of non- discrimination guidelines of each federal department. They argue that the president, by not signing an executive order that was of a high-profile on the issue missed an opportunity to deliver a message to private and public employers that such discrimination is not accepted.
Most executive branches like Department of justice and the interior Health and Human Services Agriculture and transportation have revised policies on non-discrimination in hiring and employment not to exclude sexual orientation. The White House as well as most agencies that are independent has done the same. Both the department of State and Defense and the Department of justice have decided not to subject a lesbian or a gay individual to a scrutiny that is special while attempting to get their eligibility for safety clearances. After Frank Buttino, a San Francisco FBI agent, was fired because he was gay, the issue came up at justice when the state settled his case.
A recent letter to Frank Barney, a gay Representative and head of Office of Personnel Management in D-mass where government personnel policies are set, insisted that federal employees (gays and lesbians) who feel they are being discriminated should take advantage of grievance procedures and internal remedies that are available to all workers. The states administration is determined to do more to vigorously oppose employee discrimination basing on hisher sexual orientation. Ways are being looked to make the gay issue in the armed forces successful. Thats why more gay people voted for Clinton rather than George Bush. A group called Federal Bisexual, Lesbian, Gay Employees that has affiliates in various places in the nation and some agencies, is organizing efforts to much of the force for the changes.
Hirsch Leonard, who is an international liaison, with Smithsonian Institution and the groups president, argues that some gays and lesbians refuse promotions or be harassed by co-workers due to their sexual orientation. He further said that, Our announcement about meetings have defaced and gotten torn down. The gays issue in the workplace got its first attention in 1950s during the McCarthy era, gays were seen by virtually all politicians as a security risk and a federal worker could loose hisher job the moment their superior, learned of their sexual orientation (homosexuality). A civil service reform in 1978 barred discrimination not basing on ones job performance, but on characteristic. The law was interpreted as banning discrimination basing on sexual orientation but this was ignored in the Bush and Reagan administrations. Recent victories have been bittersweet and insisted that a presidents strong policy could have a effect on the status of lesbians and gays in American community. Gabriel Rotello, a gay and a New York Newsday columnist accused the president of interfering with gay rights and capitulating to vastly overblown backlash fears. The real (and symbolic) damage in the armed forces has a chance to be reversed.
The Age Discrimination Problem in the Workplace
Age discrimination as Ridley (2008) puts it, is based on the grounds of age this discrimination can be against a certain age group which can usually occur in one of the three forms discrimination against elderly people discrimination against those at least 40 years old and discrimination against youth (adultism). In many nations, organizations refuse to hire individuals of a certain age despite populations average age and increasing lifespan. Younger people are dynamic and have a positive image for an organization to concrete concerns about regulations that gives older workers other benefits or high salaries that are justified by greater experience of older workers. Teenagers and youths are seen as adultism victims. To seek social justice, youth feel the possibility of removing false moral agenda so as to achieve empowerment and agency.
Adults should not treat youths as second class individuals but with more respect. Incorrect stereotype and generalization of the group is caused by social stratification. For example, all adolescents are seen as rebellious or violent addicted on drugs equally immature and listen to rock tunes. Groups have been organized by some employers to discriminate against age.
There are many individuals who are ousted by either their credit agencies or employers because of their age (young or old). Age discrimination occurs all the time and is against the law, so a creditor or an employer may not use your age against you. There are a number of laws pertaining age discrimination and they include
The Age Discrimination Employment Act It was developed in 1967 it is known as ADEA. This act protects persons that are over 40 years to be discriminated in the work place, that is, being promoted or fired. It protects the already employed persons and those that are applying for a position. The act states that nobody can be discriminated against age when it comes to privilege, condition or term of employment. Furthermore, the act protects those individual who are for large or medium organizations and those employed by the state (whether federal or local).
The Age Discrimination Act of 1975 It was implemented in 1975 and was designed to give protection to those persons that are applying for assistance from the federal finance. This act allows any individual, despite hisher age, to apply and have opportunity of getting any available federal assistance. This Act works in relation to the 1967 Act (enforced by the commission of Equal Employment Opportunity) and is enforced by the Civil Rights Centre.
Workforce Investment Act (Section 188) This act was implemented in 1998. Applicants of WIA Title-1 are protected by this act. Financially assisted programs are applied to prevent employees from discrimination against age this act protects applicants from discrimination against age as well as according to their belief disabilities, race, national origin, religion and color. The Civil Right Centre enforces this Act.
Discrimination against age is a real-life problem for many people and it is of their good that they understand their rights when it is matter of protecting themselves. Age discrimination has a few more facts. An individual cannot be discriminated against their age by apprenticeship programs with the exception of set minimum age requirements by the EEOC or ADEA. Advertising with age discriminatory marketing is unlawful. Advertisements that need applicants with a certain age group to qualify cannot be distributed by a program or company this is according to ADEA. But they are some exceptions like, during application process, a company or an organization cannot discriminate against age. Though an employer can ask for current age and birthdates, an applicant cannot be discriminated against using this information. An organization cannot deny older employees their benefits. As per the argument of Blacks are Hit Hardest by Incarceration Policy (1998), benefits to deserving older workers cannot be denied by their employers.
In recent years, companies, organizations or employers have skyrocketed claims against age discrimination. But the United States has made it harder as per their Supreme Court ruling in June for workers to win such cases. According to the ILGA (2009), age discriminations have hit high (29) against prospective, former and current employers. As ILGA (2009) assert, the American labor force is experiencing graying and recession behind the trend. Almost 20 percent of the work force was at least 55 years old as of June, and was a 13 percent increase as from 1999. A larger number of older individuals are being discriminated against when combined with wide-spread layoffs EEOC (2008). Moreover, older employees advocates insist that a Supreme Court ruling in 2008 made it harder for prevalence of plaintiffs. The court ruled that workers, in financial services, who accuse under a law that is federal, which bans discrimination against those that are at least 40 years old ought to prove that the sole cause for an employers actions was age rather than the motivating factors.
 Unfair treatment against age discrimination at work place due to religion, sex or race is more difficult to prove, as it may be devastating by the strict standard for even very strong claims against age discrimination. The Supreme Court decision could be overridden by the legislation that was introduced in October in Congress. Plaintiffs are required to prove that a major factor behind a decision in employment was age. One can lodge a clam with the agency (fair employment practices) that enforces a local government or local laws on age-discrimination. If a charge is filed under federal law, EEOC will typically be notified by these agencies. Reinforcement in Peer can also assist. One should encourage his workers to speak up when they see a witness someone being discriminated against age. They should be emphasis of Individual responsibility.
Handicap Discrimination in Work Place
    Handicap is a type of disability, and discrimination of individuals who are handicapped in favor of those individuals who are not handicapped is referred to as disablism (or ableism). This discrimination favors people who are not disabled as capable of producing standard results in both private and public sectors thus excluding those that are disabled. The Americans with Disability Act in US issues guidelines while providing wheel chairs for those institutions that are public. Unfavorable discharges from the armed forces include any National Guard unit or their (military) Reserve components. Those with unfavorable discharged from the armed forces as well as other protected classes, who are handicapped should not be discriminated against.
    Discrimination against disability is based on disabled veteran (or veteran of the Vietnam era) status, unfavorable discharge and they include Fostering a hostile or an unwelcoming environment basing on veteran status of an individual an individual being denied access to any educational program basing on an individuals veteran status retaliating or helping an employee for helping another individual complaint or filing a complaint that is against a discrimination basing on the veteran status of that person denying benefits performance raises or promotion evaluation basing on the individuals veteran status and preventing any individual from acing services or facilities of the University because of hisher veteran status.


Conclusion
    Some of discriminatory employment practices in the United States workplace have been eliminated through enforcement of an antidiscrimination laws and Civil Rights Act of 1964. However, enforcement of existing laws has had strong resistance that may be politicized. Practices that discriminate employment have become more difficult and more subtle to correct and identify, while there is continuous reflection of unlawful and unfair reflection in the American workplace. The 1964 Civil Rights Act was implemented to stop employment discrimination patterns that are deeply entrenched against individuals because of their sexual orientation, sex, age and disability.
    Employment discrimination based on age was prohibited by the Congress in 1967 and that based on disability was prohibited in 1990. After the lead of federal government, laws that prohibited employment discrimination basing on sexual orientation, sex, age and disability were enacted, though some local governments and states undermine employment discrimination based on sexual orientation. Civil Rights Act was enacted primarily to protect discrimination against African Americans, but it faces strong opposition in their attempt to obtain nondiscriminatory and fair treatment in the American workplace. Subconscious bias, reliance on negative and false stereotypes and overt discrimination limits African Americans ability to get fair treatment in their other aspects of employment such as promotions, evaluations and hiring. Other national and racial origin group members that are identifiable by features like face, or skin color face similar persistent discrimination like African Americans. Discrimination against women has progressed, but most women do work in female stereotyped jobs and they do receive less pay than their male counterparts in all job categories. Women are rarely promoted because of subconscious and conscious sex bias, and will always experience sexual harassment on their job despite increased awareness of the employer to take corrective and preventive action. Pregnant women suffer discrimination in their promotion, job performance evaluation and hiring because of incorrect assumptions about their work ability, those with responsibilities of family care are disadvantaged by insensitiveness of their employer to family-responsibilities of their employees. Women of color are discriminated against a combination of gender and racial barriers.
    Despite state and federal laws prohibiting discrimination in the work place basing on age, older employees are evaluated basing on negative and false stereotypes and this makes them to suffer when employers lay off employees. When an older employee looses his job, heshe has difficulty in obtaining a comparable employee and forces himher to accept new employment low pay and responsibility. Current employees face persistent employment discrimination basing on their disability and sexual orientation. State and federal laws protect an individual from discrimination basing on disability, but false assumptions and overt bias about a disabled individual employments ability will lead to job denial to disabled persons that are fully qualified. Most employers resist their duty by not providing a reasonable accommodation to a disabled person needs thus limiting an acceptance to fair treatment, in the workplace.
    Employment discrimination basing on sexual orientation is not prohibited by any federal state, but some states have provided some level of protection against this discrimination. Most lesbian and gay employees dont have a legal protection from harassment and vicious forms of discrimination against discrimination basing on their sexual orientation, in the work place. Therefore, one can conclude that fairness in the workplace eliminates unlawful and unfair employment discrimination. American workplace has to achieve this goal in order to reflect American values of equal opportunity and fairness

The profitability of an organization is dependent largely on how well it is able to respond to the emerging needs. The capacity to effectively balance between scarce resources and increased wants goes a long way in ensuring optimal organizational operation and successful performance. eBay is a company that is engaged in online marketing and sale of goods and services.
Background and Problem Statement
The company has been faced with several challenges in its operations, just like it has had successful times. Among the greatest challenges was the competition that was presented by other online advertising companies like Yahoo, Google, and Microsoft. As globalization has been taking shape and the use of the internet has been expanding, eBay has sought to improve its performance through outsourcing of its services to overseas nations. This off-shoring was an attempt to make use of the available resources elsewhere getting other people to do the customer support services more cheaply than it cost to do the same at home. Offshoring, when used very well and applied carefully, can bring about benefits that can in turn catapult an organization to great heights of achievement (CIBER Case Collection, 2009).
As the most common form of outsourcing in this era of globalization, this strategy was employed by eBay to enhance its competitive edge in the market, having been faced with stiff competition from another online marketing agency, Amazon.com. One of the main problem that competition presents is that both buyers and sellers are keen to advertise with companies that are capable of affording them real value for their money by linking buyers to sellers and sellers to buyers. To achieve this, eBay had to remain the company that best did this. To do this effectively, however, it had to have an increased access to both buyers and sellers. This could be achieved faster through outsourcing. This is where the problem arose The employees did not feel particularly pleased to have work they could do given over to others. Then the issue of quality was critical, as fears of poor service, especially in India, were real. eBay was then faced with the toughest choice ever How much more to outsource, and how to maintain quality (CIBER Case Collection, 2009).
As long as outsourcing was not off-shored, no major quality concerns arose. When outsourcing was expanded to include countries like the Philippines, problems emerged and the decision to expand outsourcing was in need of reconsideration. Email and text services were much easier to outsource, but there still had to be customer support staff off-shored to deal with correspondences over the phone as this was the most popular means of communication then. Keeping such staff in-house would prove very costly to eBay. The issue that emerged, then, was how to keep standards up to date but minimize costs and enhance business growth through increased client base (CIBER Case Collection, 2009).
Conclusion
eBay is an expanding service company specializing in online marketing. However, having discovered the value of outsourcing after initial trials in India, the company is grappling with prospects of expanding its outsourcing program. Issues of employee dissatisfaction and the likely compromise on quality of service are hard to overlook. On the one side, compromising quality will send away customers, and employees ought to be party to any decision touching on their welfare. The best way forward in such a matter would involve the use of offshoring of the less essential handling of text and email correspondence, and having an in-house team working on the telephone correspondence. With more considerations and more demand, eBay can set up an overseas office to handle customers on the phone.

 Question 1
As a result of the decision taken by Mr. Benjamin Hageman and his dogmatic attitude there was a change in the attitudes of Mr. Davis as well as the three departmental managers.
Keeping into consideration Maslows Needs Theory, the physiological, safety and social needs of all the managers were being met. It was the need for esteem and self-actualization that led to the discontentment of the managers. Since all the departmental managers were equally or more experienced and qualified than Mr. Davis, Mr. Hagemans decision to make Mr. Davis the Vice President was not welcomed by any of the departmental managers. According to Maslows Need Theory, in order to motivate individuals, one needs to satisfy the needs on the next level of the hierarchy (Robbins  Judge, 2004). 
In this case, the departmental managers expected that they would be rewarded or compensated for their tenure and contribution in the company by the promotion and when they realized that this opportunity was given to someone who was relatively new in the company, they felt as if they were not treated fairly. 
For Mr. Davis on the other hand, the hierarchy was adequately applied. He was promoted to the position of Vice President keeping in view that this promotion was required to motivate him. The equity theory can also be used to explain the case scenario. According to this theory, individuals tend to compare their salaries and benefits with those in the same and different positions in both inside the organization as well as outside the organization (Daft, 2001). The individuals will only be satisfied if they feel that they are being equally compensated or rewarded. Since in the mentioned scenario, when the three departmental managers compared their experience and qualification with Mr. Davis, they felt as if the management did not recognize their efforts. They felt as if the management had not taken into consideration their commitment towards the organization and hence did not promote them.  Not only must the three departmental managers have considered Mr. Davis a benchmark, they must have also thought of other individuals in other departments of their or other organizations who had similar professional characteristics as them and were doing much better. This comparison must have triggered the dissatisfaction among the managers. Furthermore, when they realized that their opinion regarding Mr. Daviss appointment was not valued by Mr. Hageman, they must have felt that had it been another organization, older and experienced employees opinions would have been considered (Anger Management, 2009).
As for Mr. Davis, he must have realized that he was given an opportunity that he deserved with respect to his professional experience and qualifications.  He must have compared himself with the other department managers and since he was more or less on the same level as them on professional grounds, he must have thought that he was being rewarded justly.
Another theory that explains the behavior of Mr. Davis is the expectancy theory (Daft, 2001).  According to this theory, employees will be motivated to make an effort if they believe that their effort will improve their performance appraisal which will increase their rewards eventually resulting in an achievement of personal goals.  Mr. Davis accepted this promotion because he believed that his efforts were being rewarded.
On the other hand the other departmental managers believed that their efforts did not lead to any rewards, in this case promotion and hence their personal goal was not achieved. Since their expectations were not met, it led to a decline in their productivity. Mr. Hagemans decision had such consequences that Mr. Stillwater left the company in anticipation of an organizational environment that would compensate him for his efforts where employees opinions and views would be taken into consideration. Hence the behavior of Mr. Davis and the other departmental managers is very well supported by the three theories (Clark, 2008).
Question 2
Mr. Hageman as mentioned in the case appears to be a dogmatic personality mainly because he gave very little consideration to his employees thoughts and views.  He failed at convincing his employees about his decision to appoint Mr. Davis as the Vice President. Although the other departmental managers had similar experience and qualifications, Mr. Hageman must have spotted a distinctive quality in Mr. Davis that qualified him for the position of the Vice President. However Mr. Hageman failed to communicate this to the departmental managers (Alessandra  Hunsaker, 1993).
The attitude adopted by Mr. Hageman of complete ignorance and apathy towards his employees concerns did not only hinder the process of acceptance of Mr. Davis as the Vice President by the three departmental managers, it also made them realize that that organization did not value their opinion. After spending years at The Richardson Bros. Department Store, the managers were disappointed that the management did not give them enough importance. Since Mr. Hageman was in an executive position, his role was to ensure that the employees were satisfied with a decision so that they would continue to work efficiently and effectively. However Mr. Hageman instead of showing concern over the discontentment of the three departmental managers paid very little attention to the issue and used his powers to pressurize the managers to work in the existing situation irrespective of how they felt about the decision. 
In this case since it was Mr. Hagemans decision to appoint Mr. Davis as the Vice President, it was important that first he justify his decision and second he resolve any conflicts that would arise as a result of his decision. Mr. Hageman failed to do both (Daft, 2001). Where he should have been the change agent since it was him who was bringing the change that is Mr. Davis as the new Vice President, he should have created an environment that was conducive to this change and also he should have been able to address the issues confronting him. Mr. Hageman however showed least interest in all such matters mainly because he was accustomed to the traditional role of a boss to exert pressure to ensure that employees comply with his verdict.
As a result of the attitude adopted by Mr. Hageman, Mr. Davis also suffered. Since most managers were dissatisfied with Mr. Davis as the Vice President, their productivity declined and the work was behind schedule.  The decline in productivity and efficiency could be attributed to Mr. Hagemans failure to set specific goals and motivate employees to achieve it.  According to the goal setting theory, difficult goals when accompanied with feedback and appraisals result in improved performance (Brooks. 2005). When Mr. Davis confronted Mr. Hageman with the issues, Mr. Hageman showed no interest and did not provide Mr. Davis with any specific goals that he needed to achieve in order to reach the larger goal.
Instead of assisting Mr. Davis in identifying certain specific goals he expected Mr. Daviss department to achieve and associating a certain feedback mechanism with it, Mr. Hageman showed no interest in the matter and exerted pressure on Mr. Davis to continue with the development of the systems project and deliver it on time irrespective of the issues confronting him (Brooks, 2005).
Mr. Davis as a result of Mr. Hagemans attitude suffered greatly. Since most of the managers had been unhappy with Mr. Hageman, this had an impact on the work that Mr. Davis department was expected to achieve since they failed to cooperate with him. Also when Mr. Davis shared his problem with Mr. Hageman, he was indifferent to it. As a result Mr. Davis was stuck in a situation where he found difficult to ahead. As a result of the failure to set specific realistic goals on Mr. Hagemans part, Mr. Davis felt that he was being burdened with the responsibility of dealing with employees who were mainly dissatisfied by Mr. Hagemans decision (Clark, 2008).
Question 3
In the situation mentioned in the case, it is the three managers as well as Mr. Davis who are suffering. Since the departmental managers were not provided with a justification for giving the Vice Presidential position to Mr. Davis, they felt frustrated.
According to the Frustration Aggression Theory, a person becomes frustrated when he is prevented from achieving his goals (Anger Management, 2009). In this case when Mr. Stillwater realized that he would not be able to get compensated for his contribution in the organization and that he would be unable to achieve his goal to become the Vice President, he felt frustrated and quit the job at The Richardson Bros. Department Store.
Those who remained with the company were also upset about the position given to Mr. Davis and their frustration was reflected in their work. Ms. Jeffersons output declined although not greatly but it did experience a drop when compared to the previous years performance (Keneley, 2008). Mr. Silverman also dissatisfied with the current situation mentioned salary increase as a necessity. This attitude adopted by all three managers can be explained by the Frustration Aggression Theory (Lewis, 2008). Since Ms. Jefferson felt that the company did not reward employees based on their experience and tenure with the company, she felt least motivated to continue exerting high effort in her work. Mr. Silverman also felt similarly. To him the position of the Vice President was a motivating factor. However with that position gone to someone else, Mr. Silverman wanted another factor to motivate him and hence he started considering salary increase as a possible motivation for him to continue working at the company.
Mr. Davis was another employee who experienced the frustration.  He felt that Mr. Hageman did not help him in any way despite the fact that it was his decision that led to discontentment among employees and hence decline in levels of productivity (Nohria, Groysberg  Lee, 2008). Instead of keeping realistic expectations and breaking down the larger goal into smaller, specific achievable goals, Mr. Hageman left him in confusion since he rejected all the possible options that Mr. Davis came up with.  Since this caused utter confusion for Mr. Davis who found it impossible to fire people or pay them overtime as these possibilities were bogged down by Mr. Hageman, he felt frustrated. He was being prevented from reaching his goal maybe not directly because Mr. Hageman expected him to achieve that goal but indirectly because Mr. Hageman discarded all possible ways of achieving it (Keneley, 2008).
Hence one decision taken by Mr. Hageman had a drastic impact not only on the three departmental managers and Mr. Davis but also on the employees working under them who did not feel motivated enough to continue working efficiently.

Question 4
Mr. Davis in order to motivate his employees could undertake various efforts. Keeping into consideration the goal setting theory, Mr. Davis could break down the goal of making the systems project operational into smaller more achievable goals. By setting specific difficult goals and linking them with feedback, the employees performance could be improved (Seo, Taylor  Hill, 2007).  The idea is to set goals that are specific, measurable, acceptable, realistic, timely, extending of capabilities and rewarding. However since in this case the reward could not be monetary due to budget constraints so Mr. Davis could associate high performance with non monetary rewards such as Employee of the month title or Most hardworking employee title etc.
Furthermore, it is important for Mr. Davis to recognize the efforts of the employees. According to the reinforcement theory, if an employee gets a positive response for his efforts, he will be more likely to put extra effort in his work. Positive reinforcement can be through expressing admiration or appreciation over the employees work or allowing him to have more autonomy or decision making power (Stanley, 2008). Such actions of Mr. Davis could greatly improve the motivation level of his employees.
Equity theory is another tool that Mr. Davis could use to motivate his employees. By drawing comparisons between his employees and other employees in the same position in other organizations and emphasizing on the positive aspects, he could increase the performance of his employees. Mr. Davis could point out the benefits that the employees would derive if the project is completed as opposed to employees in other companies who may not have the opportunity to work on a similar project.
Moreover, Mr. Davis could divide his employees into teams and appoint team leaders giving them greater autonomy as compared to the rest of the team. This would allow the members to compete with each other by working hard (Keneley, 2008).
According to the self efficacy theory, if an individual believes that he is capable of performing well, he will be more confident and this positive attitude will affect his performance. The more the self confidence the higher will be the performance. In addition to rewarding employees, it is important to inculcate the different types of needs in the employees. According to McClellands Theory of Needs, people can be motivated to perform well if the need for achievement, power and affiliation is created in them (Heifetz  Linsky, 2008). By making team leaders and giving them power, by allowing them to interact with upper management and by setting standards that should be met, Mr. Davis could improve the productivity levels of the employees. 
Also, Mr. Davis should realize that for each employee the motivation will be different. Therefore in order to have a motivated workforce, it is important that Mr. Davis use different ways. For instance if for one employee, the motivation is greater autonomy then that employee should be given more power in the team whereas for an employee who is not motivated by decision making authority, he could be encouraged by other rewards such as a holiday period once the project has been completed (Nohria, Groysberg  Lee, 2008).
Mr. Davis should also keep into consideration the fact that the project is behind schedule and hence he needs to make sure that employees try their best to complete the project on time. Since over time compensation is not an affordable option to the company, employees can be encouraged to work overtime without getting monetary compensation for it. This can be done by promising them promotions within the department after the project has been completed or promising them job security (Keneley, 2008). This way the employees will feel that the organization values their contribution and considers them important assets for the company.
Another important step that Mr. Davis needs to take is to align the goals of the company with that of individual employee goals.  Mr. Davis as a supervisor needs to outline the expectations that he has from his employees and remind them that if the goals are achieved and expectations are met, the company will make profits which will eventually translate into more benefits for the employees. Such steps are necessary to undertake to make sure that employees realize that they are not only working for the organizations benefit but also their own benefit.
Mr. Davis should also incorporate a methodology to develop interpersonal skills with his employees. He should be able to sit with them and talk to them about their problems on a one to one basis (Stanley, 2008). This way the employees will feel that their supervisor is concerned about them and is genuinely helping them address the issue. By having one to one meetings with employees it will be possible for Mr. Davis to understand the reason that is causing them to be behind schedule. This way Mr. Davis would be well equipped to solve the problem and motivate his employees. Therefore by adopting a number of strategies and incorporating them into the work environment, Mr. Davis could motivate his employees to perform better.

Background
Kudler Foods, being one of the best quality grocery stores for meats and wines apart from other offerings has been in existence since 1998. This grocery store has provided its customers with different types of facilities and products. There were some issues found regarding the store recently in the past which have to be resolved for the purpose of the image and the demand of the store in the market and among the customers. The major issues identified at Kudler Foods include Kudler Foods deals with fast-moving consumer goods and perishable items food. These food items are perishable and therefore go stale quickly so they have to be either given or thrown away for waste. Thus, it is difficult to maintain inventory (only fresh food is sold) and all leftovers are donated to charity. This poses a great problem to demand forecasting at Kudler Foods and this creates delay in the calculation of the inventories and the budget etc.
Kathy has to work all the time to manage the work at her 3 stores. She has to hire too many assistants, which has cost implications and so Kathy becomes unable to break-even if she tries to lessen down her workload. Kudler Foods three outlets are great stores where the staff has to be paid comparatively higher salaries in order to compensate them for the quality output that is required of them at Kudler Foods. The small managerial team at Kudler Food outlets is burdened with a plethora of responsibilities which they have to strive hard to complete.
The nature of jobs is quite specific at Kudler Foods for some positions making it difficult for Kudlers staff to take holidays or miss an hour or two. Kathy has to compensate them monetarily and hope that things go well (problem dependency on specific non-substitutable skills is high).
The most important issue of Kudler Foods is that the Del Mar outlet is ailing in business. Although the location for the business was fine, there has not been much of a demand stir.
Problem Statement
To effectively transform the business model at Kudler Foods in order to make it a profitable venture and reduce the individual burden of responsibilities at the same time maintaining quality and containing price to keep Kudler Foods on track for its dream to become the premier gourmet store in the US. This dream can come true if the grocery store management works out properly on the budget helping in the cost cutting of the assistants and hire only selected employees which may work for the organization and help in the progress of the store properly.

End Vision Statement
Kudler Fine Foods will be the premiere gourmet grocery store for those savvy shoppers who are searching for the finest meats, produce, cheeses, and wine.  (Kudler Foods Strategic Plan, 2003)
It is difficult for Kudler Foods to expand easily. Given the geographical proximity of its two stores, it is difficult for Kathy to manage the affairs of more stores if they are opened. The fact that Kudler Foods does not store leftover inventory is a challenging task for Kathy forecasting demand for each product at all the three stores on a daily basis is a very difficult job. This job is equally difficult but not impossible also at the same time. Kudler foods may contact or hire those pupil who are educated, have work experience and those who are sincere to their work. The grocery store should move on selling non perishable items as well besides selling only the perishable goods in the store. This will increase their sales as well as the customers in the market. This plan work shall help the Kudler Foods to encounter the world and increase its sales and its name and fame in the market.

Accounting being the key facet upon which successes of organizations are based on, my objective roots on the demand to improve accounting standards in the organization I will work for. This delves my career mission to establish a professional, ethical, and results oriented footsteps as the key outline towards meeting the set targets in the organization. 
Customer
Since historical times accounting as a profession has had a wide range of application in majority of the organizations locally and globally. Though all major organizations have application of accounts but at different levels, I am targeting the first big five accounting firms in the globe. I consider the ability to grow and become an important person is based on the work pace choice. These firms include the largest accounting firm in the word, PriceWaterhousecopers which is headquartered in the city of New York and currently valued at US  28.1 billions for its total global revenues. In addition, the company has 766 offices spread globally in 150 different countries (New York Job Source, 2009). Besides, it commands a large workforce of 155,000 people who operate in the different global offices. The second accounting company is Deloitte which is also headquartered in New York and employs about 45,000 in the United States and 165,000 globally. This firm has continued to steadily grow and reaching US  24.5 billion worth of revenues in its global market by the year 2008 (New York Job Source, 2009).
Ernest and Young on the other hand have a total value for its revenue equal to those of the Deloitte, US  24.5.  The company however has a much lower number of staff at the global level amounting to 13, 000 spread in 140 countries. Its main offices are located in New York (Christopher and Robert, 2006 Don, David, and Yosra, 2008).
Ernst  Young Employees by Area (New York Job Source, 2009)
Fiscal 2008Fiscal 2007changeAmericas41,53540,6352.2EMEIA62,70456,71710.6Far East18,79816,40114.6Oceania6,6656,1029.2Japan6,0284,48034.6Total135,730124,3359.2Other firms include KPMG which has its headquarters in Amsterdam but with a higher number of employees compared to Deloitte or earnest and young.  Notably these four companies have a greater focus in that they are spread world wide and therefore possess higher levels of expanding factoring in the current global trends. In addition, they offer a critical outline for generating the needed identity that makes their employees to be highly marketable globally.
As evidenced by the four companies growth in the years 2007-2008, the total rate of increase is 9.2 and therefore presents key opportunities for new workers locally and internationally (New York Job Source, 2009).  The big four accounting firms offer accounting services to different companies in the countries that their offices are located. Therefore, jobs from the big four accounting companies include auditing companies books of accounts and financial consulting. Employment decisions in these companies are made by the top management with the guidance of their human resources management (New York Job Source, 2009). 
Competitors   
Notably, the accounting careers have over the last half century assimilated a particularistic guideline towards its practices and ethical considerations. Though establishing of these bodies such as accounting watch bodies such as the Financial Accounting Standards Board, the US. Securities and Exchange Commission and Public Surbanes-Oxey Act have seen major shift by accountants to other careers, the demand for accounting has not subsided.  Some of the key competitors involve my colleagues and other students who have finished colleges and seeking employment in these companies. However, it is the shifting of employees from other smaller firms that posse the largest threat to my success. People with prior work experience have always tended to hold an upper hand in employment drives. Besides, previously graduated employees also form a key threat towards my ability to get the job at the top four accounting companies.  To begin with, majority of them have taken other auxiliary courses during the period thy have been out of school and may use to gather an added advantage over me.  However, most of them have become very fragile and therefore easily give up and do not possess key thoroughness and aggressiveness observed from new graduate (New York Job Source, 2009).
Table 1 Competitors strengths and weaknesses   
Competitor Strength Weakness Other recently graduated colleagues
Workers seeking  greener pasture

Previously graduated but unemployed accountants -Fresh and highly flexible

-Greater experience in their work
- Higher levels of confidence from their work
- have done other courses -No experience in accounting

-Older and less flexible to work outside the country

-Easily give up    
Company
An accounting job for me is rooted on the desire to become an accountant in one of the largest firms in the country. My interest in becoming an accountant is to gain key experience in accounting with big firms and then going up the employment ladder and at one time head such a big entity.  At this point, I therefore appreciate that it is only through working from the lower levels of management that one can make the necessary impact before moving to the higher levels. To effectively achieve the pre-established objective, I further acknowledge the following strengths and weaknesses that must be carefully addressed to gain a competitive advantage over my competitors (New York Job Source,  2009). 
On strengths, I am particularly thorough, hardworking, and able to work with minimal supervision. In addition, I am highly flexible and energetic therefore able to work from any station both locally and internationally. Of critical relevance, is the ability to operate and work in teams and teamwork. I consider my strengths to strongly support my quest to become an internationally renowned accountant. Particularly, being able to perfect teams brings out effective organization culture and further anchors cohesive objectivity. On the other hand, some of my key setbacks include lack of the needed experience which most of the employers emphasize on. This is a possible core consideration that may give other former employees from smaller accounting firms a chance to have added advantage over me. Besides, I also consider myself to be disadvantaged for lacking other accounting related training which some of the other colleagues especially the ones who finished earlier had acquired with time.
External market environment
An evaluation of the external market is critical in that it anchors the ability of a new job seeker to harmonize themselves psychologically and in tandem with their job objectives (Loren et al 2009). Through currently live in Miami, all the new employees have to work from the headquarters in New York and therefore I would have to shift there too.  Though I have been moving out on different occasions such as holidays, I have not at any single moment contemplated living away from my parents, brothers, and my local community.
Besides, having lived in Miami for along time, I expect to be affected by the New York chilling winters which I was not used to since temperatures at home are much warmer. During winters, my dad used to take us down to the Caribbean where we would reside until the cold season was over.  Therefore, if I succeed in getting the job, I will have to address the problems associated with climate especially taking into consideration that I would be expected to be in New York during winters.  However, it would be particularly critical if after working for sometime in New York I would be shifted to other colder areas such as Toronto or Paris. 
STRATEGIC DIRECTION
Segmentation and targeting
Following the clear analysis of the competitors key weaknesses and strength in relation to my chances of getting employed by the top four accounting firms in the world a further narrow target would be very critical to facilitate focus maintenance.  Therefore I will rest my focus on PriceWaterhousecopers and seek to meet all its demands for the new candidates requirements. PriceWaterhousecopers is one of the largest accounting firms in the Unite States as well as globally and therefore has a larger outlook compared to others that f all behind it. Compared to the other top five accounting firms, PriceWaterhousecopers has the greatest presence at the global market. Though Deloitte has a larger number of employees compared to PriceWaterhousecopers, the later presence in larger number of countries is an indication of its higher growth potential than the former. Following the above consideration, and holding to the saying that if you want to become the best you must work with the best, PriceWaterhousecopers will provide the necessary platform for higher objectivity.  
    In his review of the modern management application, New York Job Source (2009) indicates that the end results are very critical in drawing the best conclusions.  The performance of PriceWaterhousecopers therefore speaks for itself as the overall revenue continues to grow and reaching  28.1 billions by the end of year 2008. By preparing to meet the requirements and demands of the top most employers in the accounting firms, I consider myself to have noting to lose in that I will have met most of the lower level firms demands.  As a result shifting to them will mostly be effortless (New York Job Source 2009).  
Differentiating and positioning
Career managers often emphasize the need for differentiating and positioning effectively as the most critical step in facilitating an individuals final orientation towards meeting the required criteria for recruitments (Christopher and Robert, 2006 Loren et al 2009). Therefore, additions and polishing up must therefore be employed within the key outline of the prospective employer.  Therefore, it entails outshining the competitors well before time as a key guarantee towards their success during the interviews in the management.  
Notably, I will take advantage of the time lapse between now and graduating to gather some experience that can assist me to be a head of my colleagues in the job market.  Therefore, I will seek an accounting job in a local smaller organization. Though it will be at a lower scale, it will be very crucial the employers in that it indicates possible focus and commitment towards an individuals career.
In addition, further skills will be gathered by participation in different forums requiring accounting and financial services.  While providing the further needed experience, the exposure will be very critical in polishing my skills in public relations that international firms consider to be very critical.  At any single moment, New York Job Source (2009) indicate that an individual with the ability to combine professional skills with other customer services considerations always have an added advantage in meeting the established criterion. 
MARKETING STRATEGY
Target market
As indicated earlier, the target market is the top four accounting firms which where further narrowed down to PriceWaterhousecopers due to its overall good performance at the local and international level. As the target market, I will seek to overwhelmingly meet the firms requirements as a major step towards outdoing the competitors in who are also strongly repositioning themselves for the same positions.   
Product
Following my completion of GPA with Grade 3, and the experience that I will gain in the field, I have no doubt that in will be of great professional help to PriceWaterhousecopers. I will be able to conduct major auditing for the different firms according to the current demands of accounting procedures. Besides, as part of the main accounting training during my studies, I will be able to conduct effective forensic accounting to diagnose various causes of accounting errors and frauds. In future, I will be able do major auditing for larger firms and provide possible management to the organization.  
Price
To effectively offer the accounting services it is critical that the key salaries and benefits are provided. Effective remuneration acts as a key motivating factor for the employees.  I will expect the employer to offer a salary of about US  40,000 taking into consideration that indeed I do not have the necessary wide experience.  This is further within then range of the bureau of labor recommended levels for practicing accountants (Christopher and Robert, 2006). Besides, I will expect the employer to provide added training with time to keep the firm at par with modern accounting demands. However, the later will be entirely dependent in the organizations policies.  
Place
The best place for me to work in will be near my family and my home area.  However, any major town will be suitable especially the one that do not experience extreme weather conditions. By placing me closer to areas that I am familiar with, I will be able to adopt faster and therefore settle down on my professional work.
Promotion
Finally I will communicate my benefit details, personal selling, resume and networking through the internet. By assimilating the internet model, it will be possible to keep the costs at the lowest possible value while increasing the speed of response. To add to that, use of the internet is more secure and has higher levels of privacy compared to other forms of communication. In addition, Christopher and Robert (2006) indicate that it is possible send large quantities of information without altering or compromising the necessary confidentiality.