Prepare 4-6 PowerPoint slides and record a presentation (no more than 5 minutes long) to leadership on the history of the National Labor Relations Act (NLRA) and the implications of the case, National Labor Relations Board v. General Motors Corp., 1963, for your business in relation to unfair labor practices.Not all human resource specialists will have to navigate situations with unions and management, but all human resource professionals need to think legally. By studying a seminal case between management and the union, National Labor Relations Board v. General Motors Corp., 1963, you will gain background knowledge about the agency model of union membership and what the court defines as unfair labor practices. The habit of mind that you develop by studying and analyzing this case will serve you as you think about the legal ramifications of negotiations with employees and management on a wide range of issues. Introduction Your company is reviewing its approach to the National Labor Relations Act (NLRA). Your human resources team has been tasked with giving a presentation about the history of the NLRA that is appropriate for leaders as well as other human resource specialists, in order to prepare them for ongoing discussions about the issues presented by NLRA for your company. Your Challenge You are a human resource specialist who has been tasked to present the key points from this case to various small groups of company leaders and other human resource specialists so that they have the background to discuss how NLRA could impact your business. Instructions Based on key guidelines from the National Labor Relations Act (NLRA), analyze National Labor Relations Board v. General Motors Corp., 1963. Prepare a 4–6-slide PowerPoint presentation explaining and analyzing key elements of the case. Read the National Labor Relations Board v. General Motors Corp., 1963 case, noting the bulleted elements below.Review the IRAC strategy for analyzing cases and apply those steps in your study of this case.Prepare 4–6 PowerPoint slides that address the following: Introduction. Summary of the events leading up to the case. Analyze General Motors' position in the case. What was their position about whether an agency shop was considered an unfair labor practice? What was their rationale for their position? Analyze the union's position in the case. What was their position about whether an agency shop was considered an unfair labor practice? What was their rationale for their position? Analyze the role of the court in the case. What is the effect of the court's decision on all organizations and unions? Analyze the relationship of the case with the NLRA. Consider case assertions, evidence, and findings. Evaluate the historical impact of this case on the union/management power struggle. What was the relationship before the case? Who was considered the winner in this case? How did the case affect future challenges? Assess how this case changed the relationship between management and all employees at GM, and in unionized organizations in general. To support your assertions, cite specific examples from the case and from your other assigned readings. Record your presentation using Kaltura or a similar recording software of your choice. Refer to Using Kaltura for directions on recording and uploading your presentation, if you choose to use this tool. The presentation should not exceed 5 minutes. Or another option is to write out the text of your presentation in the presentation notes section of each PowerPoint slide. Academic Requirements The deliverable for this assessment applies professional skills in Human Resources Management (HRM) to workplace situations which you will likely encounter in your day-to-day work in HRM. As part of your learning, we focus on the development of effective professional communication skills for the workplace. Use short phrases that are clear, comprehensible, and free of jargon for each bullet point.Include no more than three bullet points per slide if possible. Include APA-formatted in-text citations where appropriateEnsure your presentation is relevant to and easily understood by everyone in the audience. Remember, you will be speaking to people of all levels in the company.If you include a voice-over in lieu of presenter's notes, your recording should be no longer than five minutes.Your written communication should be free of errors that detract from the overall message.Include an APA-formatted references slide at the end of the presentation, this is an additional slide at the end of the presentation, slide 7. Competencies Measured Competency 1: Apply legal thinking to human resource management issues in the workplace to ensure compliance. Analyze both General Motor's and the union's position in the NLRB case.Analyze the role of the court in the NLRB v. General Motors case.Analyze the relationship of a case with the NLRA. Competency 2: Evaluate the relationship between historical perspectives and events and the alignment of human resource management and the law. Evaluate the historical impact of a case on the union/management power struggle. Competency 3: Examine relationships between law, human resource management practices, and business activities. Assess how a court decision changed the relationship between management and employees in a case, and in unionized organizations overall. Competency 6: Communicate clearly, accurately, and professionally in the HR field. Support main points, assertions, arguments, conclusions, or recommendations with relevant and credible evidence.Apply APA style and formatting to scholarly writingAdditional resource 1Legal Background: Labor UnionsThe history of all hitherto existing society is the history of class struggles.— Karl Marx and Friedrich Engels, The Communist Manifesto.The three primary federal laws regulating union activity are the National Labor Relations Act(NLRA) (1935), also known as the Wagner Act, the Labor Management Relations Act (LMRA)(1947), also known as the Taft-Hartley Act, and the Labor Management Reporting andDisclosure Act (1959), also known as the Landrum-Griffith Act. These acts reflect the attitude ofthe times in which they were enacted, regarding unions and the power struggle between unionsand management.Historically, the legislation, laws, and labor movements at both state and federal levels haveexperienced periods of harmony and conflict. A study of union history shows how legislation andlawmaking can be affected by popular opinion. In the early nineteenth century, it was notuncommon for any group employee action to be labeled a criminal conspiracy. The change inthe view of the law from a focus on association to the means affected to achieve an objectiveoccurred with the decision in Commonwealth v. Hunt, (Mass. 1842). This case was considereda milestone in the labor movement; however, it did not settle the legal issues, and the courtscontinue to struggle with the legality of union activities. The public view of the violence andunrest accompanying labor actions was often that employers were responsible, particularly incases where strikebreakers were hired. Public sentiment and unsatisfactory common law led tothe passage of the NLRA in 1935.The NLRA established the National Labor Relations Board (NLRB) to regulate labormanagement disputes. The NLRA forbids an employer from interfering with or restrictingemployees wishing to organize, bargain collectively, or participate in concerted activities. Theemployer may not interfere with the formation of any labor organization or discriminate in a waythat would discourage participation in a labor organization. It may not retaliate against anemployee who files charges or testifies under the NLRA, and may not refuse to bargaincollectively with the employee's representative.In 1947, Congress, under pressure to curb the increasing power of unions, passed the LaborManagement Relations Act (LMRA). The LMRA focused on stopping unfair union practices. TheLMRA "forbids unions from coercing or restraining employees in exercising their rights" (SHRM,2008) under the NLRA. Employees have the right to select their representatives for bargainingor adjustment of grievances. Unions can not cause or attempt to cause an employer todiscriminate against an employee or encourage a work stoppage in order to gain advantage inunion matters, or charge excessive fees to employees and employers. If the union is thecollective bargaining agent of the employees, it cannot refuse to bargain in good faith (LaborManagement Relations Act, 1947).In an attempt to balance the interests of employees, employers, and unions, Congress passedthe Labor Management Reporting and Disclosure Act (LMRDA). The statute imposes a code ofconduct for all parties and requires a standard of fair dealing. The NLRA is built on the premiseof the bargaining unit. For the purposes of NLRA, the bargaining unit is a group of employeeswho perform similar work and have similar interests with regard to pay, hours, and workplace2conditions. A bargaining unit is made up of job classifications, not individual workers. It may bea unit spanning different companies or only part of one company (Labor Management Reportingand Disclosure Act, 1959).There are three types of unionized work situations: the open shop, the agency shop, and theunion shop. The LMRA did away with the closed shop, in which only union members could behired.• The open shop does not require a worker to join the union or pay dues. This is thesituation in right-to-work states.• The agency shop does not require the worker to join the union, but does require dues,whether or not a worker is a member.• The union shop requires the worker to join the union within a period of time. In thissituation, only the employer may fire the worker.Due to the LMRA, a worker can pay dues, not join the union, and not be fired (LaborManagement Relations Act, 1947).ReferencesCommonwealth v. Hunt, 45 Mass 111 (1842).Labor Management Relations Act of 1947, 29 U.S.C. 401–531 (1947).Labor Management Reporting and Disclosure Act of 1959, 29 U.S.C.A. 401 et seq. (1959).Marx, K., & Engels, F. (1888). The communist manifesto. London, UK: Penguin Classics.National Labor Relations Act of 1935, 29 U.S.C. 151–169 (1935).Society for Human Resource Management. (2008). National Labor Relations Act of 1947.Retrieved fromhttp://www.shrm.org/LegalIssues/FederalResources/F.../Pages/NationalLaborRelationsAct(NLRA)of1947.aspx Working With Unions Labor Laws and Cases National Labor Relations Act of 1935 (Wagner Act). The Wagner Act helped address the causes of labor disputes and the obstruction of interstate and foreign commerce. Also, this act created the National Labor Relations Board. National Labor Relations Board v. General Motors Corp., 373 U.S. 734 (1963). The focus of this case was to curb the notion of a closed shop. Labor Management Relations Act of 1947 (Taft-Hartley Act). Amended the National Labor Relations Act of 1935 to provide additional facilities for the mediation of labor disputes affecting commerce, to equalize legal responsibilities of labor organizations and employers. Labor-Management Reporting and Disclosure Act of 1959 (Landrum-Griffith Act). This act provides for the reporting and disclosure of certain financial transactions and administrative practices of labor organizations and employers to prevent abuses as well as provide standards for the election of officers to labor organizations. Unions Herbert, W. A. (2019). Janus v AFSCME, Council 31: Judges will haunt you in the second gilded age. Relations Industrielles, 74(1), 162–173. This article outlines out the case made serious changes for rules on public sector unions and open, closed, union, and agency shops. National Labor Relations Board. (n.d.). Employer/union rights and obligations. Retrieved from https://www.nlrb.gov/rights-we-protect/rights/empl... Web page with current descriptions of the rights and obligations of employers and unions.

What are the three types of financial management decisions? For each type of decision, give an example of a business transaction that would be relevant. Use your own words.

Proposed company name: Configuration Technology Services Proposed product or service: Engineering Product Design Services Why is this company name significant? As the name describes we bring new technology to the product we are that we’re one of the best in the industry. Company Mission We are the preferred design, technology, and innovation partner, creating differentiated products and services that delight customers and drive business growth Why did you choose this product or service? The type of capabilities we have is very different from other organizations. We have a set of creative folks and a set of engineering talent. This is a unique combination, which brings value to our customers. We bring design and technology together. Explain Investment and return strategy. Investment: Provide details about the budget needed to launch and maintain the offering. Return: List both short-term and long-term financial goals of the offering, including its projected sales, costs, and net income