I will post question after 12 hours. you need to finish them within 30 mins. Please only take it if you are really good of these theory.Study Questions:Unit Case Studies:For each of the companies discussed in this unit (list below), you may be asked questions about how these workplaces exhibit:o Features that would be criticized/praised by each of the three ethical theories discussed in this unit.o Learning culture characteristics (including diversity)o Ethical cultures (on each of the three theories)o Enablers/Disablers in terms of Giving Voice to Valueso Leadership (including whether their leadership is ethical on each of the three theories discussed in this unit).List of companies: Ford (Pinto scandal) Sweatshops Amalgamated Inc/Amazon Zappos 3M Starbucks Unilever BP.The three schools of moral thought from this unit are:I.utilitarianismII.respect for personsIII.virtue ethicsFor each of these theories, know:i.Which theorists supported each view (lecture + readings).ii.What has moral worth on each view.iii.What the motivating commitments of each view are (ex: rationality/autonomy).iv.What the key conceptions are on each view (mere means, utility, virtue/vice, and so on)v.What is the decision procedure on each view? (See charts)W8 (10/22) Toxic Business Cultures What is the wellness wheel, and what does it say about wellness? Why do the different moral theories we’ve discussed care about wellness? What are some of the ways that a business culture could be toxic? How can toxic business cultures impact wellness?  Why would toxic business cultures be wrong on the three ethical theories we looked at in this unit? What does McClelland say happened at Amalgamated Inc., and why is it problematic?What was her job, and what did it entail? How was she treated? What was the deal with her targets?  How was employee wellness negatively impacted at Amalgamated Inc.?W9 (10/27 & 10/29) Business Culture & Diversity10/27 Learning Business Cultures How does business work in today’s world, and how is that different than how it worked in the past? What does Schein say is necessary and why? What are the ten features of a learning culture, and why are they important, given how business works in the world today? Hint: think about what all these characteristics have in common, so that you can detect false answers that don’t share their central attributes. What are the three things that 3M has done to maintain ethical and learning cultures in their workplaces? Where did sticky notes come from, and why is this important?  What are some of the things that Zappos has done to maintain ethical and learning cultures in their workplaces? What are their core values, and how do they relate to a learning culture? Hint, think about what the core values have in common. What are some of the things that Starbucks has done to maintain ethical and learning cultures in their workplaces? How do they think of and treat their employees? What are utilitarian reasons to want a learning culture? What are respectforpersons reasons to want a learning culture? What are virtueethics reasons to want a learning culture? The quiz will feature questions that say something like “Suppose I think learning cultures are good because XYZ. What moral theory am I using to justify my belief?” (So may the final exam.)10/29 The Importance of Diversity for Business What are the two components of the definition of diversity? What’s the dual process model of cognition? What two Systems does it say we use to think, how do they differ, and how much do we rely on each of them for our cognition? What are each of the four barriers to understanding others that we discussed in class? Hint: the exam may give you a hypothetical example, and ask which of the four mechanisms is at play, so you need to be able to tell them apart & remember each. What are the implications from growing up in an unjust society on ourcognition? What are the two connections we discussed between diversity and innovation, and what is the justification for these connections? Hint: see videos and assigned reading. How is discriminationinefficient? What is Unilever’s #Unstereotype initiative? What are its three goals? How does this initiative relate to diversity?W10 (11/5) Toxic Business Culture at BP What were some of the major problems at BP with:o financial & time pressures, o safety issues, o regulations management, o crisis management, and o company culture. which contributed to the Deepwater Horizon oil spill?  What were some of the problems with the cleanup of the spill? What would each of the three ethical theories discussed in this unit say about BP and their handling of the Deepwater Horizon?W11 (11/10 & 11/12) Authentic Leadership Is there one clear profile of an ideal leadership style, or is there more than one? What are the five features of authentic leadership development, as described by George et al. and in lecture? What does someone need to do or have to become and stay an authentic leader?  How did Anita Roddick’s background influence her work at The Body Shop, regarding its mission? How did Howard Schultz’s background influence his work at Starbucks, including how he came to own it, as well as his plans for the culture and values of the company.W12 & 13 (11/17 & 11/19/11/24) Emotional Intelligence & Giving Voice to Values11/17 Self-Awareness and Emotional Intelligence What were the two personality tests you took for this class? Hint: no need to learn the details of each test or their differences, just learn their names. What is self-awareness, why is it important, and what are some ways we can increase it? What are the five components of emotional intelligence? (You may be asked to identify which component is at play in a hypothetical example, so you are encouraged to reread the Goleman reading.) Why is having and using emotional intelligence important for business? How important does Goleman say it is, relative to IQ and technical skills? What were Google’s Project Oxygen and Project Aristotle, and what did these projects find? How important are technical skills compared to other skills they looked at?11/19&11/24 Giving Voice to Values What is the relationship between our values and our actions? Do we always act on our values? Why or why not?  What is leadership fundamentally about, and why is it hard to define? What are the two senses in which leadership can be “good,” and what is most people’s preference for leadership? What are the three components of a good vision of a leader?  What’s the central question that motivates Giving Voice to Values?  What are Giving Voice to Values’ 7 pillars? What were Gentile’s four lessons regarding voice? What are the 12 Giving Voice to Values Assumptions, what do they have in common, and why are they important? o Hint: think about what all these assumptions have in common, so that you can detect false answers that don’t share their central attributes.o Also think about whether people at the companies @ the bottom of page 2 believed them. What are the 8 Enablers/Disablers that we discussed in class, and when/how do they enable or disable? What do they have in common, and why are they important? How do they relate to learning cultures? o Hint: think about what all these features have in common, so that you can detect false answers that don’t share their central attributes.o Also think about whether people at the companies @ the bottom of page 2 had them. What are the five ways that we can structure workplaces to discourage biases, discussed in lecture?  What are Kofman’s three lessons about process change? What does she say about how we should change hiringpractices? How does that relate to how Zappos does its hiring?.doc file

In your new role as chief human resources officer (CHRO) for a major retail organization, you have been tasked by the CEO to conduct a presentation to the management team on employment law awareness within your first 30 days. The CEO informed you that under the previous CHRO, the company was subject to legal action resulting from lack of knowledge of employment law, which had unfavorable outcomes. Avoiding similar experiences is a high priority, and your thorough presentation to the management team is the first big step to success.InstructionsPrepare a 15–20 slide PowerPoint presentation in which you:Include cover, agenda, conclusion, and reference list slides, all of which may count toward total slide count.Provide a 1–2 slide overview of employment law based on information found in Chapter 1 of Employment Law for Human Resource Practice. Note: You may use your discretion to decide which information needs to be addressed as long as your overview is descriptive and relevant.Include in the remaining slides the following required presentation information:Provide a three-slide minimum covering at least six strong bullet points highlighting a discussion on the roles of employees and employers in terms of determining employment relationships.Provide a three-slide minimum covering at least six strong bullet points highlighting a discussion on the concept of employment discrimination.Provide a three-slide minimum covering at least six strong bullet points highlighting a discussion on the types of discrimination.Provide a three-slide minimum covering at least six strong bullet points highlighting a discussion on retaliation.Go to Basic Search: Strayer University Online Library to locate at least three quality academic resources for this assignment. Note: You may only use the resources listed in the course syllabus and those that are specifically provided by the instructor.Important Notes: The number of words in the bullet points is less important than the quality of the information. Detailed information should be included in the presenter's notes. Presentations must have a businesslike, professional look.This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. Check with your professor for any additional instructions.The specific course learning outcome associated with this assignment is:Create a briefing on employment laws.