I need the following 7 case questions answered. Short answers, Its for human resource managementCARTER CLEANING COMPANY Introduction A main theme of this book is that human resource management activities like recruiting, selecting, training, and rewarding employees is not just the job of a central HR group but rather a job in which every manager must engage. Perhaps nowhere is this more apparent than in the typical small service business. Here the owner/manager usually has no HR staff to rely on. However, the success of his or her enterprise (not to mention his or her family s peace of mind) often depends largely on the effectiveness through which workers are recruited, hired, trained, evaluated, and rewarded. Therefore, to help illustrate and emphasize the front-line managers HR role, throughout this book we will use a continuing case based on an actual small business in the southeastern United States. Each chapter’s segment of the case will illustrate how the case s main player owner/manager Jennifer Carter confronts and solves personnel problems each day at work by applying the concepts and techniques of that particular chapter. Here is background information that you will need to answer questions that arise in subsequent chapters. (We also present a second, unrelated application case case incident in each chapter.) Carter Cleaning Centers Jennifer Carter graduated from State University in June 2005, and, after considering several job offers, decided to do what she always planned to do go into business with her father, Jack Carter. Jack Carter opened his first laundromat in 1995 and his second in 1998. The main attraction of these coin laundry businesses for him was that they were capital- rather than labor-intensive. Thus, once the investment in machinery was made, the stores could be run with just one unskilled attendant and none of the labor problems one normally expects from being in the retail service business. The attractiveness of operating with virtually no skilled labor notwithstanding, Jack had decided by 1999 to expand the services in each of his stores to include the dry cleaning and pressing of clothes. He embarked, in other words, on a strategy of related diversification by adding new services that were related to and consistent with his existing coin laundry activities. He added these for several reasons. He wanted to better utilize the unused space in the rather large stores he currently had under lease. Furthermore, he was, as he put it, tired of sending out the dry cleaning and pressing work that came in from our coin laundry clients to a dry cleaner 5 miles away, who then took most of what should have been our profits. To reflect the new, expanded line of services, he renamed each of his two stores Carter Cleaning Centers and was sufficiently satisfied with their performance to open four more of the same type of stores over the next 5 years. Each store had its own on-site manager and, on average, about seven employees and annual revenues of about $500,000. It was this six-store chain that Jennifer joined after graduating. Her understanding with her father was that she would serve as a troubleshooter/consultant to the elder Carter with the aim of both learning the business and bringing to it modern management concepts and techniques for solving the business problems and facilitating its growth. 1. Make a list of five specifics HR problems you think Cater Cleaning will have to grapple with.2. What would you do first if you were JenniferCLEANING COMPANY A Question of Discrimination One of the first problems Jennifer faced at her father s Carter Cleaning Centers concerned the inadequacies of the firm s current HR management practices and procedures. One problem that particularly concerned her was the lack of attention to equal employment matters. Each store manager independently handled virtually all hiring; the managers had received no training regarding such fundamental matters as the types of questions they should not ask of job applicants. It was therefore not unusual in fact, it was routine for female applicants to be asked questions such as Who s going to take care of your children while you are at work? and for minority applicants to be asked questions about arrest records and credit histories. Nonminority applicants three store managers were white males and three were white females were not asked these questions, as Jennifer discerned from her interviews with the managers. Based on discussions with her father, Jennifer deduced two reasons for the laid-back attitude toward equal employment: (1) her father s lack of sophistication regarding the legal requirements and (2) the fact that, as Jack Carter put it, Virtually all our workers are women or minority members anyway, so no one can really come in here and accuse us of being discriminatory, can they? Jennifer decided to mull that question over, but before she could, she was faced with two serious equal rights problems. Two women in one of her stores privately confided to her that their manager was making unwelcome sexual advances toward them, and one claimed he had threatened to fire her unless she socialized with him after hours. And during a fact-finding trip to another store, an older gentleman he was 73 years old complained of the fact that although he had almost 50 years of experience in the business, he was being paid less than people half his age who were doing the very same job. Jennifer s review of the stores resulted in the following questions. Questions 3. Is it true, as Jack Carter claims, that we can t be accused of being discriminatory because we hire mostly women and minorities anyway ? 4. How should Jennifer and her company address the sexual harassment charges and problems? 5. How should she and her company address the possible problems of age discrimination? 6. Given the fact that each of its stores has only a handful of employees, is her company covered by equal rights legislation? 7. And finally, aside from the specific problems, what other personnel management matters (application forms, training, and so on) have to be reviewed given the need to bring them into compliance with equal rights laws?

It has to be done by reading the instructions in word file and do the exercise in excel file. Thank you

Unit III PowerPoint Presentation The functions of management are essentially the same everywhere, but the functions are often performed differently in different countries as a result of culture. In this assignment you will develop a PowerPoint presentation that explores how the nine Global Leadership and Organizational Behavior Effectiveness (GLOBE) cultural dimensions can affect many aspects of management functions or responsibilities—planning, communication, decision-making, risk management, ethics, social responsibility, human resource management—in an international business environment. Your PowerPoint presentation must accomplish the following: Address all nine GLOBE cultural dimensions. For each dimension, you must correlate at least one management aspect that can be impacted by it. You must correlate each of the seven aspects listed above, and then use two additional aspects of your choice. You may choose any management aspect that applies to international business; however, you may only use each aspect once. Each dimension should be correlated to a distinct aspect. For each aspect/dimension correlation, offer a real-world example to illustrate the impact. Explain how the cultural dimension applies in each of your examples. Examples may also only be used once, resulting in each correlation having a unique example. Use the Speaker Notes feature in PowerPoint for each content slide to elaborate on the slide content. Each slide must have at least 50 words of Speaker Notes. Use at least two sources to support your presentation, one of which may be your textbook. Be creative in choosing your examples. You are encouraged to present examples from a wide variety of cultures or regions. For instance, try not to limit your examples to all Latin American countries or cultures. Choose examples that demonstrate your understanding of how the dimensions are applied globally. Your PowerPoint presentation must be at least 10 slides, not counting the title or reference slide. You must use at least three sources to support your presentation, one of which must come from the Waldorf Online Library. All sources used must have APA Style citations and references. APA formatting is otherwise not required.