Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Continue Westwind's zero-tolerance policy toward shoplifting. It's the right thing to do—and it Will pay Off in the end in higher profitability because the chain's reputation for being tough on crime Will reduce overall losses from theft.

The senior managers of a large financial institution recognize the importance of training and development for their staff. They have a clear policy that not only should staff be trained and developed to meet the licensing and legislative requirements that apply to their area of business, but that staff should also be encouraged and enabled to engage in other appropriate development activities. The middle managers, who largely look after staff performance and development, all welcome this policy. They have made it clear to all of their staff that development opportunities are available and can be applied for at any time. Many individual managers have therefore put together a lost of courses that they think might be of interest to their staff, and make these available to staff so that individual members of staff can pick-and- mix the courses that they feel they would like to attend. There is no restriction on the number of courses that are allowed for each staff member, and it is up to…

How to reply to this in 100 words? For this week's discussion, we have been asked to review and discuss the Myers-Briggs Type Indicator (MBTI). This is an extension of the Jungian personality theory, which identifies personality traits that help identify performance measures that make it easier to promote and use employees in a way that will ensure their success (McShane & Von Glinow, 2022). However, there are particular areas in business where this can be used, as it is not a bulletproof evaluation tool, and, per the text, it could be a better tool for performance evaluation and pre-employment. (Coe, 1992). So, how does this apply to the question of the week, and how can we use it in daily business to increase the success of the employee and the business overall? The MBTI tool could promote middle managers to the executive level. Executive-level managers are good leaders with strong communication skills and personality traits that set them apart from the pack (Men, 2015). We…

Your Task. As an assistant to the vice president in charge of fraud detection at Visa, you have been asked to draft a letter that can be used to respond to Blair Rhines as well as to other unhappy customers whose cards were wrongly refused by your software. You know that the program has been an overwhelming success. It can, however, inconvenience people, especially when they are traveling. You have heard your boss tell travelers that it is a good idea to touch base with the bank before leaving and take along the card’s customer-service number (1-800-553-0321). Write a letter that explains what happened, retains the goodwill of the customer, and suggests reader benefits. Address your letter to Ms. Blair Rhines, 68 Riverside Drive, Apt. 35, New York, NY 10025.

Imagine you are the new Head of Learning and Development. Which department should be involved in this following case? The senior managers of a large financial institution recognize the importance of training and development for their staff. They have a clear policy that not only should staff be trained and developed to meet the licensing and legislative requirements that apply to their area of business, but that staff should also be encouraged and enabled to engage in other appropriate development activities. The middle managers, who largely look after staff performance and development, all welcome this policy. They have made it clear to all of their staff that development opportunities are available and can be applied for at any time. Many individual managers have therefore put together a list of courses that they think might be of interest to their staff, and make these available to staff so that individual members of staff can pick-and- mix the courses that they feel they would…

Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. "Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra's proposed changes and show more leniency to first-time offenders. It is a more cost effective approach to the problem than the current policy, plus it stays close to your father's Original intent.

Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra`s proposed changes, but with a higher limit than the proposed $20 amount (say, $50 or $100), but which is still less than the cost of prosecution. In addition, make sure that the policy isn't publicized. That way, you'll reduce costs even more and still benefit from your reputation for prosecuting all shoplifters.

You have a long-standing consulting relationship with a large consumer products company. This company represents 50% of your consulting revenues and is clearly your most important client. The CEO has called to ask you to commit a significant amount of time over the next couple of months to assist with a large merger project. The company is merging with a large conglomerate whose primary business is the sale and distribution of tobacco products. The CEO is relying on you to assist in facilitating a smooth integration of the two companies. You promised yourself that, since your father died of lung cancer, you would never work for a tobacco company. Is there a way that you can accept the consulting assignment and will still keep your promise to yourself? How will you handle this if you have decided not to work for the tobacco company?

Read the above information and answer the above questions Egil “Bud” Krogh was a young lawyer who worked for the Nixon administration in the late 1960s and early 1970s as deputy assistant to the president. Military analyst Daniel Ellsberg leaked the “Pentagon Papers,” which contained sensitive information regarding the United States’ progress in the Vietnam War. President Nixon himself tasked Krogh with stopping leaks of top-secret information. And Nixon’s Assistant for Domestic Affairs, John Ehrlichman, instructed Krogh to investigate and discredit Ellsberg, telling Krogh that the leak was damaging to national security. Krogh and another staffer assembled a covert team that became known as the “plumbers” (to stop leaks), which was broadly supervised by Ehrlichman. In September 1971, the plumbers’ first break-in was at the office of Ellsberg’s psychiatrist; they were looking for documents that would discredit Ellsberg based on mental health. Reflecting on the meeting in which the…

Outline a background of the case below. (Please note that this is not an essay question.) In June 2011, Steve Katsaros, founder and CEO of Nokero, was contemplating how to build on his company's accomplishments during the last 12 months. Nokero, a marketer of solar bulbs, has emerged as a successful born-global social enterprise.

Read the passage and answer the questions that follow Susan Berry just returned from a national conference on compensation and benefits where she attended a session on health savings accounts (HSAs). Susan is the human resources director at Frontline PR, and the company has been struggling with the cost of health care insurance. After speaking with several experts at the conference, Susan now thinks an HSA might be a viable option for the company. Frontline PR is a public relations firm located in the Northeast that employs close to 150 people in four different offices. Public relations professionals make up most of the staff, but the company also employs a complete administrative and operations staff. All of Frontline’s employees work full-time schedules and are eligible to participate in its health care insurance plan. Frontline currently offers a standard fee-for-services health care insurance option. The plan has a modest deductible of $300 per year and a 20 percent coinsurance…

Before you assigned this project, you went over the topic of plagiarism with all your students. You clearly discussed what plagiarism is, what constitutes plagiarism, and how to cite sources properly to avoid plagiarism. You told your students that you consider it a form of cheating, and that it would not be tolerated by you. You also informed all your students that anyone who did plagiarize would automatically receive a zero for the project. It soon becomes evident to you that a number of projects have been plagiarized from sources on the internet. After reviewing all projects from your classes, you know that almost 30 out of 150 students engaged in plagiarism. As the teacher of these students: a) what course of action will you choose to take with the students who plagiarized and why? b) what ethics theory (theories) did you use to help make your decision?

Solution Summary: The author opines that Westwind should continue with its zero tolerance policy against shoplifting.

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