Competencies:Analyze laws and ethics to solve business problems.Evaluate regulatory compliance in the business environment.Evaluate employment law at the state and federal levels.Analyze the impact of intellectual property on business functions.Evaluate the impact corporate and social responsibility has on organizational activities.Critique ethical decision making in business operations.Scenario:You work for Hanson Enterprises, a U.S. based company, which has decided to partner with a company in another country for both economic and philanthropic reasons. Hanson Enterprises will be able to produce their products at a lower cost and can pass those savings onto their consumers all over the world. They have also included a provision in the contract with the partnering company that employees will receive a minimum wage based on U. S. state residency. The company will also provide day care, health insurance, and retirement benefits to the employees. Further, Hanson Enterprises advertised that it will be designating funds to improve the social conditions in the community where this facility is located. You are part of a team that has been sent over to the new facility to ensure all is in accord with the contract, but what you find are employees not receiving the benefits nor the minimum wages promised; in fact, employees are having to work seven days a week with no breaks in their shifts and there are a number of safety issues in plain sight; no funds have been used to improve the community; intellectual property rights are being infringed upon; and bribes are taking place among management and other businesses in the local area.Instructions:Review the situation and conduct scholarly research into the laws and regulations presented in the course content. Create an Action Plan Recommendation Report in Microsoft Word (minimum of three pages) to the CEO of Hanson Enterprises addressing: What legal (consider federal and international laws) and ethical (consider specific ethical theories) issues do you see in this scenario?Based on the facts, what laws and/or regulations (consider federal and international laws) would address this scenario as it relates to employment law?Based on the facts, what laws and/or regulations (consider federal and international laws) would address this scenario as it relates to intellectual property (i.e. trademarks and copyright)?Explain if it is possible to sue for breach of contract, or if there are any contract remedies available.What are the consequences if the corporate social responsibility (CSR) is not addressed?What do you think is the best legal and ethical course of action for Hanson Enterprises to take, and why is it in the best interest of the company?Use at least three credible sources. These should be cited and in APA format.ResourcesFor assistance with business writing, please visit Business writingFor assistance with professional report, please visit How do I write a professional business report? For assistance with grammar checking, please visit How do I create a Grammarly account?Grading RubricFFCBA01234Did not SubmitNo PassCompetence ProficiencyMasteryNot SubmittedUsed unclear verbiage about the legal (federal and international laws) and ethical (specific ethical theories) issues in scenario.Adequately identified legal (federal and international laws) and ethical (specific ethical theories) issues in scenario in an action plan recommendation report.Clearly identified clear legal (federal and international laws) and ethical (specific ethical theories) issues in scenario in an action plan recommendation report.Comprehensively identified legal (federal and international laws) and ethical (specific ethical theories) issues in the scenario in a well-defined action plan recommendation report.Not SubmittedUsed unclear verbiage about the laws and/or regulations (federal and international laws) as it relates to employment law in the scenario.Adequately identified the laws and/or regulations (federal and international laws) as it relates to employment law in the scenario of an action plan recommendation report.Clearly identified the laws and/or regulations (federal and international laws) as it relates to employment law in the scenario of an action plan recommendation report.Comprehensively identified the laws and/or regulations (federal and international laws) as it relates to employment law in the scenario in a well-defined action plan recommendation report.Not SubmittedUsed unclear verbiage about the laws and/or regulations (federal and international laws) as it relates to intellectual property (i.e. trademarks and copyright) in the scenario.Adequately identified the laws and/or regulations (federal and international laws) as it relates to intellectual property (i.e. trademarks and copyright) in the scenario an action plan recommendation report.Clearly identified the laws and/or regulations (federal and international laws) as it relates to intellectual property (i.e. trademarks and copyright) in the scenario an action plan recommendation report.Comprehensively identified the laws and/or regulations (federal and international laws) as it relates to intellectual property in the scenario in a well-defined action plan recommendation report.Not SubmittedUsed unclear verbiage about the possibility to sue for breach of contract, or if there are any contract remedies available.Adequately explained the possibility to sue for breach of contract, or if there are any contract remedies available in an action plan recommendation report.Clearly explained the possibility to sue for breach of contract, or if there are any contract remedies available in an action plan recommendation report.Comprehensively explained the possibility to sue for breach of contract, or if there are any contract remedies available in a well-defined action plan recommendation report.Not SubmittedUsed unclear verbiage about the consequences if the corporate social responsibility (CSR) is not addressed.Adequately explained the consequences if the corporate social responsibility (CSR) is not addressed in an action plan recommendation report.Clearly explained the consequences if the corporate social responsibility (CSR) is not addressed in an action plan recommendation report.Comprehensively explained the consequences if the corporate social responsibility (CSR) is not addressed in a well-defined action plan recommendation report.Not SubmittedUsed unclear verbiage about the best legal and ethical course of action to take and why it is in the best interest of Hanson Enterprises.Adequately determined the best legal and ethical course of action to take and why it is in the best interest of Hanson Enterprises in an action plan recommendation report.Clearly determined the best legal and ethical course of action to take and why it is in the best interest of Hanson Enterprises in an action plan recommendation report.Comprehensively determined the best legal and ethical course of action to take and why it is in the best interest of Hanson Enterprises in a well-defined action plan recommendation report.Not SubmittedFailed to use or attribute credible sources in the action plan recommendation report.Used and attributed some credible sources in the action plan recommendation report.Used and attributed mostly credible sources in the action plan recommendation report.Used and attributed all credible sources in a well-defined action plan recommendation report.

This assignment, you will apply decision-making to the process of international human resource management as you determine which of the four final applicants to hire into a global executive position.  You are a member of the management committee of a MNE that conducts business in 23 countries. While your company’s headquarters is located in the Netherlands, your regional offices are located fairly evenly throughout the four hemispheres. Primary markets have been in the European Union and North America; the strongest emerging market is the Pacific Rim. Company executives would like to develop what they see as a powerful potential market in the Middle East. Sales in all areas except the Pacific Rim have shown slow growth over the past two years. At present, your company is seeking to restructure and revitalize its worldwide marketing efforts. To accomplish this, you have determined that you need to hire a key marketing person to introduce fresh ideas and a new perspective. There is no one currently in your company who is qualified to do this, and so you have decided to look outside.  The job title is “Vice President for Global Marketing”; an annual salary of $250,000-$300,000, plus elaborate benefits, an unlimited expense account, a car, and the use of the corporate jet. The person you hire will be based at the company’s headquarters in the Netherlands and will travel frequently. A lengthy search has turned up four people with good potential. It is now up to you to decide whom to hire. Although all the applicants have expressed a sincere interest in the position, it is possible that they may change their minds once the job is offered. Therefore, you must rank them in order of preference so that if your first choice declines the position, you can go on to the second, and so on. First, read the biographies of each applicant. As you are doing this, rank each of them from 1 to 4, with 1 being your first choice, and explain your reasons for their ranking. For your essay this week, respond to the following questions using the decisions you have made with your rankings. 1.The first section of your paper should be an overview of your rankings and reasons for your decisions. 2.Did your decision include any culturally based biases you may have—for example, feelings, personality traits, or politics in your rankings? 3.Did you make any observations that you feel would have been fully acceptable in your own culture, but were not accepted in other cultures? If so, explain. 4.What implications do you believe any of the applicant’s cultural differences would have in business dealings? In what countries or cultures? 5.What expatriate adjustments for the candidate need to be considered? How will the company handle these? 6.Explain the decision-making process you used to make your decisions. Park L. Park L. is currently senior vice president for marketing at a major South Korean high-technology firm. You have been told by the head of your Seoul office that his reputation as an expert in international marketing is outstanding. The market share of his company’s products has consistently increased since he joined the company just over 15 years ago. His company’s market share is now well ahead of that of competing producers in the Pacific Rim. Park graduated from the University of Seoul and has worked his way up through the ranks. He does not have a graduate degree. In addition to his native tongue, Park is able to carry on a reasonably fluent conversation in English and has a minimal working knowledge of German and French. Saya K. Saya K. is a woman living in Malaysia. She began her teaching career while finishing her DBA (Doctorate in Business Administration) at the Harvard Business School and published her first book on international marketing ten months after graduation. Her doctoral dissertation was based on the international marketing of pharmaceuticals, but she has also done research and published on other areas of international marketing. Two months after the publication of her book, Saya went to work in the international marketing department of a Fortune 500 company, where she stayed for the next ten years. She returned to teaching when Maura University offered her a full professorship with tenure, and she has been there since that time. In addition, she has an active consulting practice throughout Southeast Asia. In addition to fluency in Malay, English, and Japanese, Saya speaks and writes German and Spanish and can converse in Mandarin. Peter V. Peter had worked in a key position in the international marketing division of a US Fortune 100 company until the company pulled out of his country South Africa eight months ago. Peter has a long list of accomplishments and is widely recognized as outstanding in his field.  Peter has a PhD in computer science from a leading South African university and an MBA from Purdue’s Krannert School of Business. Peter speaks and reads English, Dutch, Afrikaans, and Swahili and can converse in German. Joe P. Joe is currently job hunting. His former job as head of marketing for a single-product, high-technology firm—highly specialized workstations for sophisticated artificial intelligence applications—ended when the company was bought out by Texas Instruments. Joe has both his undergraduate and MBA degrees from Stanford University. In addition, he was a Rhodes Scholar and won a Fulbright scholarship, which he used to support himself while he undertook a two-year research project on the marketing of high-technology equipment to Third World countries. In addition to his native English, Joe has a minimal command of French—which he admits he hasn’t used since his college days.

Assignment:It is September 1, 2011. The executive director of the nonprofit organization Youth Movement has just resigned to accept a position with another youth-serving organization. You are the director of programs for Youth Movement and have been named interim acting executive director. In June 2011, the prior executive director did not present a FY 2011/12 (July 1, 2011–June 30, 2012) proposed bud- get for approval by the board of directors because he had recently become aware of the following financial problems for FY 2011/12: ■■ The federal grant for the HOPE program was going to be reduced by 50 percent. ■■ The corporate grant for general support (unrestricted) was going to be eliminated. ■■ The individual contribution for general support (unrestricted) was going to be eliminated. Given these large financial problems, the board of directors told the executive director that he could take “a few months” to determine how he would propose a balanced budget with cost reductions and/or revenue increases. He never completed the task. The board of directors has now instructed you to present a FY 2011/12 balanced budget for approval by the board no later than September 30, 2011. Details: Using YM-BS-IS tab on the excel spreadsheet. The gist of this part is you will need to mildly reconstruct two years of financial statements, analyze them with ratio calculations and then break down the financials into budgets for the two programs and the support services section and make changes to the budgets to react to grant funds that have been cut.I've attached the final template file to this post. Complete tabs- Ym8.1 through YM8.4ATab 1 has information to complete other tabs.NOTE: To make things easier to work with, round all numbers to the nearest $1,000, dropping the zeros (i.e., all numbers expressed should be in thousands of dollars. $123,115 would be rounded down and entered as $123).Tab 2 is Template 8.1, where you will calculate the Unrestricted balance sheet balances using the financial statement and the information in Table 8.15 in the book that describes the Temporarily Restricted Net Assets in each year. You'll subtract the temp restricted amounts from the Total amounts under each year in the balance sheet (first tab).Tab 3 is Template 8.2, where you will recap just the unrestricted amounts from the Trial Balance information on page 178. Compare to the Statement of Activities totals in the first tab.Tab 4 is Template 8.3, where you recap 8.1 and 8.2 onto a single page, and calculate the ratios as we did in week 4.Tab 5, Template 8.4, you'll take the the information from Tab 4 plus information from the Trial Balance (8.14)on page 177-178(below) and Table 8.16 on page 183 (below)to fill in this worksheet.