Planning Benefits StrategicallyAnswers 1Bids 48Other questions 10

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Planning Benefits StrategicallyInternal and external forces will greatly impact organizational strategies and this is also the case with strategies for planning employee benefits. On page 484 of the textbook, review the list of internal forces that influence benefit strategy and select any 2 that you feel might have the greatest influence and explain why. Then, select 1 external force influencing benefits strategy with the greatest influence and also explain why. Internal and external forces to the organization influence the bottom-line impact of employee benefits. (See Figure 20.1.) Internal forces originate from changes in business practices and the human resources function that define attraction, motivation, retention, and engagement strategies. These forces include the following: Corporate restructuring. Mergers, acquisitions, divestitures, and corporate restructuring efforts can lead to profit centers that are more centralized or more decentralized. Under these circumstances, a successful benefits package must adapt constantly to evolving corporate configurations.Business reengineering and the quality movement. Process improvement initiatives such as reengineering and total quality are increasingly being applied to the HR function. As a result, benefits departments need to:Provide service to various customer groups and constituencies.Streamline work processes.Provide improved, cost-effective services to their customers. These objectives need to be accomplished even as benefits staff sizes are frozen or reduced. New corporate cultures. In the “good old days,” the corporation functioned largely as a parent. Employees felt a sense of entitlement because their career and benefits were perceived as the responsibility and domain of management. Today, organizations are replacing the traditional parental employer-employee relationships with partnerships. Career employment, where employees work 20–25 years with the same organization, is no longer the norm. In this new culture, employees assume greater personal responsibility for their benefits. They are, for example, paying a greater percentage of benefits costs (e.g., copayments and higher deductibles under health care plans). Additionally, employees increasingly are planning for their retirement and long-term financial security through personal savings and defined contribution plans. Today’s partnership requires employees to use employer-sponsored benefits programs effectively and to assume responsibility for the implications of their choices.Unions. Depending on industry and geographic region, the development, design, and redesign of benefits programs is influenced heavily by organized labor, which helps shape employee expectations. The most visible arena has been in “smokestack” industries, where active employee and retiree medical benefits have been the focal point of labor negotiations.Cost management. Despite an apparent stabilization of benefits costs, corporate executives remember the past decade of rapidly escalating and seemingly uncontrollable health benefits costs that prompted intense interest and scrutiny from corporate boardrooms, the media, and the federal and state governments. A well-planned strategy can improve overall benefits cost management as well as cost management on a per-plan basis.Total rewards philosophy. Total rewards can be defined as “all of the tools available to the employer that may be used to attract, motivate, and retain employees.” The concept of total rewards is an effective way to illustrate an organization’s total investment in human capital and to demonstrate the significant investment that organizations make in employee benefits plans. Employees might not always appreciate the costs involved in benefits, but organizations have no choice but to recognize what they are spending and to evaluate whether the investment is worthwhile. FIGURE 20.1 Forces that influence benefits strategy. In general terms, external forces—domestic and global—demand that corporations develop coherent strategies to ensure their competitiveness and profitability. While many external forces can be anticipated, their specific impact is not easily predicted. External forces include the following: Global economy and labor market. Country-specific government mandates and regional precedents or cultural norms can define benefits expectations. It is an ongoing challenge in today’s global environment, where new markets are constantly being created, to design and manage a benefits package that balances corporate business objectives with each country’s particular regulations and customs.U.S. political and legal environment. Government rules, regulations, and court decisions add complexity to the benefits environment. The constraints placed upon organizations by government can increase the difficulty of day-to-day benefits administration, and it complicates corporate policymaking and program design. For example, the U.S. federal government might decide to reduce its deficit by taxing benefits—a move that would have profound implications for employee benefits plans. Or state-specific legislation might promote health care reform in scattered regions throughout the country, creating difficulties for employers with operations that cross state boundaries. Unclear court decisions can promote legal challenges to longstanding corporate policies. When legal decisions and/or regulations contradict, complexity evolves quickly into confusion.The Information Revolution. The so-called Information Revolution is continually redefining business operations, success, and productivity. Sales in new micro-markets, customer satisfaction, and reduced cycle times are among the new performance measures being developed and refined. The Information Revolution is redefining corporate culture and employee expectations. Employees expect newer, better, and faster services, products, and information from the human resources function. THE STRATEGIC PLANNING PROCESS From a strategic standpoint, benefits should not be viewed as individual plans or programs but instead as integrated sets of plans to be managed as any other business function. They should be viewed as an integral component of a total rewards package and as part of an investment in human capital. In addition, benefits should be viewed not as a “fringe” cost but instead as a business tool to reinforce and support an organization’s goals. In this context, benefits programs cannot be defined in terms of narrowly defined, program-specific goals. Each benefits program—health, welfare, retirement, or work-life—should be evaluated in relation to other benefits programs as well as in relation to all other compensation and human resources initiatives. Strategic benefits planning is a process that facilitates those efforts. Strategic benefits planning combines a way of thinking that is specific to each organization with an ongoing process. Because of this, there needs to be an ongoing process of realignment between organization-sponsored benefits programs and the strategic business direction. Strategic benefits planning is not a one-time event but a continuous effort to provide corporations with a return on their investment in employees. The process includes an evaluation of existing benefits programs and concludes with a definition of the direction for future employer-sponsored programs and policies. In essence, strategic benefits planning addresses the following question: How can the organization’s benefits plans better support the business direction? Strategic benefits plans are not static documents developed in a vacuum. Instead, they are dynamic blueprints that reflect and balance an organization’s business mission and strategic business direction with the human resources mission. Successful strategic planning efforts consist of several defined characteristics. The following elements characterize organizations that are engaged in strategic benefits planning: Long-term perspectivee. While most strategic benefits planning is seen as an ongoing process tied to an overriding business strategic plan and culture, many organizations adopt concrete time frames (e.g., three to five years) within which an organization can identify, achieve, and sometimes evaluate clearly defined and measurable goals. Strategic benefits plans should not generate knee-jerk reactions.Consideration of scenarios that might reasonably affect the organizationn. Strategic plans should relate benefits to the business function(s). Because strategic benefits planning generally is not intended to be an academic exercise, the process should reflect the current business realities as well as situations that may affect the organization in an identified time frame. Specifically, the strategic planning process and plans need to reflect the corporate structure. For example, centralized and decentralized organizations likely will produce strategic plans that are significantly different. This is partially the result of different decision-making structures. For another example, organizations that expect a tremendous increase in domestic sales and domestic employees are likely to articulate a strategic benefits plan that is far different from the plan by an organization whose projected sales may be similar in volume but are the result of global expansion. Organizations in mature or declining industries, or organizations that expect to divest or close operations, likely will develop distinctly different plans from those in growth industries.Expansion of the traditional definition of benefits and benefits management. In addition to looking at benefits and benefits design as an integrated whole, strategic benefits planning provides a broader definition of benefits and benefits management. This occurs in at least four ways. (See Figure 20.2.) FIGURE 20.2 An expanded view of benefits. APPROACHES TO STRATEGIC BENEFITS PLANNING A simple conceptual model can help managers understand the strategic benefits planning process. This model is predicated upon an organization’s overarching human resources vision and philosophy that links benefits to business strategy. For example, a hypothetical organization called Management Group might have as its mission to be a national outsource vendor that provides the highest-quality customer-driven and computer-based training/development and services. Management Group’s human resources philosophy would include providing employees with the opportunity to earn a total rewards package that is in the top quartile. Management Group’s benefits philosophy would be to provide a competitive benefits package that is affordable to both the company and employees, and that contains innovative benefits. Following are the key elements of the conceptual model for the strategic benefits planning process: A philosophy articulates what an organization believes in and what it values. It incorporates the organization’s overall view and vision of how it must operate to achieve its business objectives.A mission answers three fundamental questions: who we are, why we are here, and what we are doing. A mission encompasses the goals of the overall benefits package and specific program benefits, and it provides insight into how benefits programs interrelate with each other and other human resources initiatives.Strategies are detailed statements that contain quantifiable objectives (e.g., time frames, financial goals, organizational intent). They provide a framework to align and/or refine benefits programs to support the organization’s mission.Tactics are the detailed methods that will be used to achieve desired change or changes. Tactics might include steps to design new programs or to redesign existing programs.Assessment incorporates a review of how the planning process worked. It covers factors such as whether goals and objectives were met. This simple model provides an overview of the strategic planning process. To implement the model, there are two possible approaches that represent two ends of a continuum: the “top-down” approach and the “backing-in” approach. Most organizations employ various aspects of the two approaches when organizing the benefits planning process and/or educating managers about the value of strategic benefits planning. Top-Down Approach The top-down approach to strategic benefits planning allows for a balancing of corporate business goals with organization-sponsored human resources and benefits programs. After longer-term, strategic goals are set for specific program groups (e.g., health, welfare, retirement) or administrative/management functions (e.g., outsourcing, financing), shorter-term, tactical objectives for specific plans are articulated. The approach is somewhat analogous to a plumbing system consisting of a series of valves that can be opened or closed while responding to changing business objectives. For example, suppose that an organization with a top-down strategic benefits plan begins a three-year initiative. During the first year, it evaluates all health and welfare plans. During the second year, it completes a strategic analysis of its retirement programs. The third year results in a transition to a credit-based full flex plan that integrates the organization’s compensation, benefits, and work-life elements into a total rewards package. A top-down strategic benefits plan is contextual. It is driven purely by business needs, which are identified and communicated by senior management. The business mission and strategic plan from which benefits philosophies are derived provide a structure for developing the overall benefits package along with specific programs. The top-down approach is especially useful when a full review of all programs is necessary. It forces a critical examination of the benefits package that is both programmatic and administrative. In other words, the top-down approach is especially useful when previously employed “quick fixes” prove to be too expensive or unwieldy to administer. The model also can be quite valuable in decentralized organizations where, at a minimum, it can facilitate benefits decisions that balance corporate requirements with the needs of diverse subsidiaries. In some environments, the model can force corporate leadership to make difficult or unpopular decisions.

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7-1 Final ProjectAnswers 2Bids 53Other questions 10

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For the final assessment, you will imagine you are a criminal justice professional and apply the tools and techniques you have learned in the course to a specific scenario. Your task is to produce a polished report based on Suspicious Activity Reports (SARs) that have come to your attention from different sources. The report that you produce will eventually be forwarded to an appropriate agency for additional follow-up, and your goal is to facilitate that follow-up by succinctly communicating what you know about the possible threat and what can be done to mitigate it. Your finished intelligence report should identify the type of adversary, ascertain the appropriate agency for eventual follow-up activities, assess the threat level (using an intelligence threat scale), and suggest countermeasures and information protection actions needed to address the threat. PromptImagine that you are a member of a law enforcement agency and you have received several pieces of raw intelligence from different sources (Suspicious Activities Reports or SARs), which, when taken together, point to a potential threat from a specific adversary. The SARs can be found in the Assignment Guidelines and Rubrics section of the course.  Your job is to create a clear and comprehensive report that analyzes the intelligence from the SARs in order to pass it on to the appropriate agency. You should structure your report so that the agency, in turn, can respond to the threat in a way that is effective and appropriate given what you have learned. The finished report should sort the information chronologically, funnel it down to a specific adversary, identify the potential target(s) for the adversary’s activities, assess the level of threat, and make suggestions about what can be done to counter the threat and protect critical information so that the adversary does not change the target. Because most intelligence is fragmented, you will need to read all of the SARs carefully in order to gather the necessary information for the finished intelligence report. Remember to use direct language and employ criminal justice terminology appropriate for the type of threat being assessed and the receiving agency. Accuracy and appropriate grammar are also essential for the report’s credibility. Specifically, the following critical elements must be addressed: I. Executive Summary In this section, you should accurately highlight the essential elements of the intelligence report for quick reference by the agency receiving the report. You should include the name of referring agent (your name), the name of the agency that you are imagining you work for, the current date, dates of the activities being covered in the intelligence report, and a brief summary (two to three sentences) on the adversary, scope, and nature of the potential threat. Although this is the opening section of the report, you may wish to complete it last in order to accurately capture the analysis of the body of your report. II. Adversary, Motivation, and JurisdictionThis section starts with a consolidated summary of the Suspicious Activity Reports (SARs) provided, and covers who may be planning to carry out criminal activities, their motivations, and under whose jurisdiction the activities fall. A.   Accurately summarize the intelligence collected from the SARs to date, focusing on the “who, what, when, where, why, and how” of the threat situation. Information should be annotated with dates and times from relevant SARs, and information from each date should be provided in a separate paragraph, from inception to most recent. Your summary should focus on connecting the dots, with as much detail as needed to present all the relevant intelligence. It should highlight information that would be of particular relevance for the law enforcement agency doing follow-up in understanding the potential threat. B.   Determine who the adversary is for this potential threat. It may be an individual or a group. You should identify the names of suspects (if known) and also the type of adversary. For example, is the adversary an international terrorist group, a domestic terrorist group, an organized crime, a local or international gang, drug traffickers, an extremist or militia group, a hacker, or a white-collar criminal? Support your answer using relevant information from the SARs.C.   Analyze the range of the adversary’s operations. Are their activities focused within one city or state or across multiple states? Support your answer with relevant information from the SARs.  D.   Analyze what is known about the adversary’s motivation and how that might affect their choice of target (individual or location). Might it affect whether they choose one target or many, the type of target they select, or the location of the attack? Support your answer with relevant information from the SARs.  E.   Based on your analyses in Parts A–C above, determine which agency has jurisdiction in following up on the potential threat. For example, should local or state law enforcement follow up? Should federal law enforcement? Does the adversary’s choice of potential targets fall under a particular jurisdiction? For example, threats to air travel might involve the FAA or TSA, while terrorist threats would go to the FBI. Be sure to justify your answer using relevant information from the SARs.   III. Threat Assessment In this section of the report, you should lay out what is known about the nature and imminence of the potential threat. You may wish to use the Threat Assessment Worksheet, found in the Assignment Guidelines and Rubrics section of the course, to record and analyze relevant information from Suspicious Activities Reports (SARs) in preparing your response. However, you should present the information from the worksheet in narrative form in your finished intelligence report. A.   Distinguish the nature of the threat, including specific potential target(s), the location of likely attack (if the target is an individual), and potential means of attack based on the summary information and analysis above. Draw out the elements that would be most important to the agency receiving the report in determining the threat and focusing their efforts.  B.   Assess whether the adversary has the intent, opportunity, and capability to carry out a threatening behavior. Is the threat being actively pursued? Support your answer with information from the SARs. C.   Assess the vulnerabilities of the potential target(s) and law enforcement’s ability to protect the target(s). Support your answer using information from the SARs and reasonable assumptions about potential vulnerabilities. For example, how tight is security for entry into a particular building? Could a target be threatened from a street location? Could law enforcement be impeded from quickly responding to a threat? Note that these questions are illustrative only, and the vulnerabilities that you identify should correspond to your analysis of the specific threat identified.  D.   Using the analyses in Parts A–C above, assess the current level of risk using a scale from 0–10, with 0 being “no threat” and 10 being “great threat.” How imminent is the threat? Is it going to happen now, next week, in the next year, never? What level of damage could the adversary inflict if they are successful in carrying out the threat? Justify your answer based on your analysis.  E.   Recommend what countermeasures, if any, might be appropriate for addressing vulnerabilities and mitigating the potential threat that you identified above. Depending on your analysis, you may suggest multiple countermeasures, a single countermeasure, or no countermeasures. Be sure to support your answer using your threat assessment analysis and information from the SARs. IV. Information Security In this section of the report, you should address how to protect critical information from falling into the hands of the adversary (i.e., operations security). You may wish to use the Operations Security Worksheet, found in the Assignment Guidelines and Rubrics section of the course, to record and analyze relevant information from the Suspicious Activity Reports (SARs) in preparing your response. However, you should present the information from the worksheet in narrative form in your finished intelligence report. A.   Assess what critical information surrounding the potential target and law enforcement activities to mitigate the threat needs to be protected. In other words, what information do we not want the adversary to have and why? Justify your answer.  B.   Assess the adversary’s methods for collecting intelligence about their target and law enforcement activities. Are they making multiple visits to the target? Are they using informants within the community? Are they doing research on the internet? Monitoring police bands? Taking pictures? What other methods might they be using? Support your answer using information from the SARs and reasonable assumptions. C.   Assess potential weaknesses in information security that might give away critical details about the target or law enforcement activities. Support your answer using information from the SARs and reasonable assumptions.  D.   Risk assessment. Using the analyses in Parts A–C above, assess the current level of risk from information security weaknesses as high, medium, or low. In other words, how high is the risk that the adversary will obtain the critical information, and what level of damage could the adversary inflict if the information is acquired? Support your answer using information from the SARs and reasonable assumptions.  E.   Recommendations. Suggest what countermeasures, if any, might be appropriate for addressing the information security vulnerabilities you identify above. Justify these suggestions in terms of monetary cost versus effectiveness. How can we prevent or subvert the adversary’s methods for collecting intelligence? How do we keep the adversary from knowing that we are aware of the threat and acting to avert it? Depending on your analysis, you may recommend multiple countermeasures, a single countermeasure, or no countermeasures. Be sure to support your answer using your operations security analysis and information from the SARs. Final Project Rubric Guidelines for Submission: Your finished intelligence report should be 5–10 pages in length with double spacing, 12-point Times New Roman font. Remember to write the finished intelligence report in third person and in chronological order. You should also attach a copy of the Suspicious Activity Reports (SARs) as an appendix to your proposal. Although this is not a graded component of the assessment, including it in the appendix provides the agency receiving the report with additional detail and supporting documentation.

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Help with Web PostAnswers 1Bids 40Other questions 10

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I need help with preparing a web post and 3 responses. Post and responses are explained below:Write a web post on Designing Team and Team Identity:Part 1: Think about how to build teams in terms of designing the task, selecting the people, and then, managing their relationships. How would compose a team for completing a course/work project in terms of the three dimensions listed above. How would you incorporate diversity in designing a team?Part 2: Discuss team identity. Why do you feel attached to certain groups and teams but not to others?Important point about web post: – Provide the references (at least 2) in your responses.- Your post should be at least 450 words long. Respond to following 3 postings. Responses should be 170 words with references.Post 1:1) Think about how to build teams in terms of designing the task, selecting the people, and then, managing their relationships. How would you compose a team for completing a course/work project in terms of the three dimensions listed above. How would you incorporate diversity in designing a team?            Building a team for a course/work project is very crucial for the success of the project and relies heavily on analyzing the goals of the project that you need to accomplish. Some of the main characteristics that are required to build a good team include:·      Stating the purpose of the project·      Charting out specific roles that can be assigned to the team members·      A leadership that is acceptable to the whole team·      Effective and seamless processes to avoid any bottle-necks in operations and communication·      Healthy relationships between the members of the teamUnderstanding the meaning and purpose of building teams gives us a good starting point on how to compose a team for your project (Drolet, 2004). The main purpose of group is to accomplish the set objectives for a project in the most efficient way possible. I would choose a team that consists of members that have particular skillsets that align to the necessary objectives that are to be accomplished to have a successful finish. Another important task is to elect a leadership that is both competent in carrying out the responsibility and also be acceptable to the team to follow the directions of the leader. The last and most important aspect is to manage operations in a way that all the team members feel inclusive, realize their responsibility and always stay motivated to work in the best interests of the team towards the completion of the project (Harvey, 2004). While building the team, I would consider all the above characteristics in mind and to incorporate the right diversity, I would choose talent and hard work as a key factor that aligns with the interests of the project to accomplish the set goals in the most efficient way possible.2) Discuss team identity. Why do you feel attached to certain groups and teams but not to others?            Team identity may be defined by the aspirations and objectives that the team shares and strives to achieve through collaboration with each other. This plays a major role in the excellence and out of the box solutions that some of the teams bring out through their work in a very consistent way. Team members feel gravitated towards each other when there are factors like the feeling of inclusiveness within the team, shared aspirations, playing along with each other and belief in the management and leadership (Eckel, 2005). I would like to consider these as some of the main reasons why people get attached to certain groups than others.ReferencesHarvey, T. R., & Drolet, B. (2004). Building teams, building people: Expanding the fifth resource. R&L Education.Eckel, C. C., & Grossman, P. J. (2005). Managing diversity by creating team identity. Journal of Economic Behavior & Organization, 58(3), 371-392.Post 2:Part 1: Think about how to build teams in terms of designing the task, selecting the people, and then, managing their relationships. How would compose a team for completing a course/work project in terms of the three dimensions listed above. How would you incorporate diversity in designing a team? It is extremely important to build a proper team in order to achieve the desired goals, based on the project design the team leader has to build his team. If the team is one dimensional, it will have a big impact on the outcome of the project. So, the leader has to make sure that he has a multi-dimensional team to overcome any challenges that might arise during this course. The team should know what is expected from them, each member should have set goals and they have to make sure that the resource chosen for a certain task is the right fit in order to achieve it.Each task they have designed should have a precise goal, once the tasks are designed they have to assign it to an appropriate resource by assessing his skills and they have to make sure all the tasks are assigned to suitable members. Once the tasks are refined, the leader should bring the team together and he has made sure each team member is cooperating with each other and willing to help in case of any issues. This mutual support helps to maintain a healthy relationship among the team members and lays the path for success and a good work environment.Part 2: Discuss team identity. Why do you feel attached to certain groups and teams but not to others?Team identity can be defined as a bond that pulls individuals toward participation in a specific group and opposes par from that particular group. It is multidimensional and is influenced by such factors as the degree of cooperation between group members, group acceptance of the individual member. Interpersonal attraction is one of the characteristics of team identity and this implies group members have an inclination or interested to communicate with each other, gathering individuals appreciate this collaboration and make the most out of it. It sounds like a big claim but transparent environments help to develop a feeling of mutual respect between team members and team leaders. Via open and consistent communication, transparent and authentic workplaces help employees to feel secure in their positions. Group Pride is another characteristic of team identity and this includes group members seeing their participation to a particular gathering with affection. They feel glad for their group membership and sticking to the group feels profitable. Each group member values the work of the entire group and has complete belief in their abilities to achieve the assigned goals, they will work together and support each other to complete the tasks.                                          ReferencesDeering S, Johnston LC, Colacchio K. Multidisciplinary teamwork and communication training. Semin Perinatol. 2011;35(2):89-96Olivia. (2018, April 17). 6 Simple Tips for Effective Team Management. Retrieved from https://www.meistertask.com/blog/6-simple-tips-effective-team-management/Rossler KL, Kimble LP. Capturing readiness to learn and collaboration as explored with an interprofessional simulation scenario: a mixed methods research study. Nurse Educ Today. 2016;36: 348-53.Post 3:Designing Team and Team IdentityHow would compose a team for completing a course/work project in terms of the three dimensions listed above? How would you incorporate diversity in designing a team?Team design is a very important factor in high power teams and in order to compose one we have to start by assessing all the team members strength and weakness. With this, we can decide the roles that will be played by each member of the team. Demographics play a huge role in how the team composition should work, given that each demographic might have characteristics traits. Considering demographic criteria is important in the shaping of a team and the ability for the team to be successful. After team selection, the next step will be working out how the team dynamics work by selecting leaders and deligating position to the different members of the team. In order to build a diverse team we should try and put our self in other peoples shoes and learn to celebrate cultural difference, when we do this we will typically want to hire a diverse group of team members and diversity in the team should be based on different factors like sex, orientation, character types whether slow or fast learner, introvert and extroverts, with this we can have a wide variety of viewpoints which helps the team. Discuss team identity. Why do you feel attached to certain groups and teams but not to others?Team Identity is the ability for an individual to feel like they have the same ideas and identify with their team. This is an important factor in the team functioning properly and effectively because people that identify with a team and have a sense of belonging to a team have a better desire to work together.  I identify with teams that have a highly positive attitude and mood, with good communication and are willing to share information easily between each other.ReferenceStein, E. W. (2014). Designing Creative High Power Teams and Organizations : Beyond Leadership (Vol. First edition). New York, New York [222 East 46th Street, New York, NY 10017]: Business Expert Press. Retrieved from http://0-search.ebscohost.com.library.acaweb.org/login.aspx?direct=true&AuthType=ip,cpid,url&custid=s4338230&db=nlebk&AN=840763Ray Reagans, Ezra Zuckerman, & Bill McEvily. (2004). How to Make the Team: Social Networks vs. Demography as Criteria for Designing Effective Teams. Administrative Science Quarterly, 49(1), 101. Retrieved from http://0-search.ebscohost.com.library.acaweb.org/login.aspx?direct=true&AuthType=ip,cpid,url&custid=s4338230&db=edsjsr&AN=edsjsr.4131457

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Ethical Issue AnalysisAnswers 1Bids 58Other questions 10

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Project 2: Ethical Issue AnalysisInstructions BMGT   496 – Project 2:  Ethical Issue Analysis (25%)Purpose:  In   this project, you will assess how two start up companies have come under   scrutiny for their actions in operating in today’s business   environment.  How these companies are operating are pushing the limits   or have exceeded the limits of what is considered ethical and legal.  In   completing this project you will have the opportunity to research the two   companies, identify stakeholders influenced by the organization’s decisions   and develop and evaluate alternatives, recommend solutions to ensure   appropriate business practices and accountability occurOutcomes met by completing this project:1.   identify ethical issues that arise in domestic and global business   environments using an understanding of ethical concepts and of legal and   business principles2.   develop and evaluate alternatives to, and recommend solutions for, ethical   dilemmas, taking into account ethical and legal requirements and the   essential mission of the business enterprise3.   effectively communicate to internal and external business stakeholders the   complexities of ethical issues, suggesting and analyzing various solutions in   order to ensure appropriate business practices and accountabilityInstructionsUse the following steps to complete the project.  You will   demonstrate an understanding of ethical concepts and of legal business   principles and are required to use the course material to support the ideas   and conclusions presented.Step   1:  Silicon Valley Startup CompaniesRead   the following articles about Silicon Valley startup companies (Theranos,   Zenefits and Hampton Creek Foods).  Each company discussed in the   articles below eventually came under scrutiny for ethical and/or legal   issues.  Since embroiled in scandal, Hampton Creek Foods has been   repositioned and is now known as Just, Inc.Griffith,   E. (2017, December 16).  The other tech bubble.  Wired.    Retrieved fromhttps://www.wired.com/story/the-other-tech-bubble/Griffith,   E. (2017, December 28).  The ugly unethical underside of Silicon   Valley.  Fortune.  Retrieved from http://fortune.com/silicon-valley-startups-fraud-venture-capital/Hartmans,   A. (2018, September 5).  The rise and fall of Elizabeth Holmes, who   started Theranos when she was 19 and became the world’s youngest female   billionaire before it all came crashing down.   Business   Insider  Retrieved from https://www.businessinsider.com/theranos-founder-ceo-elizabeth-holmes-life-story-bio-2018-4Suddath,   C. and Newcomer, E. (2016, May 9).  Zenefits was the perfect   startup.  Then it self-disrupted.  Bloomberg.  Retrieved   from https://www.bloomberg.com/features/2016-zenefits/ Step   2: Overview of CompaniesProvide   a company overview for Zenefits and Theranos.  Describe the purpose(s)   for the founding of the company; i.e., what problems was it formed to solve   and/or opportunities it was formed to exploit, who are the founders, home   country or state, management, etc.  Step   3:  Ethical or Legal IssuesYou   will research each company to establish the facts of each situation.    Once you have established the facts surrounding the decisions made by   Theranos and Zenefits:· Identify   and discuss the ethical issues associated with each company.· Identify   and discuss the legal issues associated with each company. Step   4:  Stakeholders· Identify   the stakeholders associated with each company and explain the impact of the   company’s decisions on the specific stakeholders.· Discuss   how the stakeholders reacted to the decision(s) made by each company. Step   5:  Generate AlternativesFrom   what you have read, the startup culture poses a host of temptations creating   a never-ending series of ethical choices and dilemmas.  Companies are   faced with the challenges of venture investors who expect hyper-growth and   quick results.  For privately-held companies, self-reporting, unaudited   financials is an option as is not reporting, and the media serves to promote   an attractive opportunity.  Lastly, it is easy to rationalize behavior   when the expectation is that entrepreneurs set the world on fire with   innovative, disruptive technologies that promote overlooking rules and one’s   moral compass.Like   many business people, some Silicon Valley decision makers need help in   recognizing the ethical dilemmas they face when doing business and   understanding the need for following rules and setting ethical   standards.  You will:· Generate   and discuss at least three viable alternatives to help Silicon Valley startup   companies operate and behave ethically.  In doing so, it is necessary to   consider the ethical and legal requirements.Step   6:  Evaluate Each Alternative· Examine   the benefits and drawbacks of each proposed alternative.  Provide   careful consideration to the factors that influence the outcome of each   alternative.Step   7:  Recommend the Best Alternative· Once you   have evaluated each alternative, recommend the best alternative that ensure   appropriate business practices and accountability.· Explain   how Silicon Valley startup companies will effectively communicate this change   to internal and external business stakeholders.Step   8:  Review the Paper Read   the paper to ensure all required elements are present.  Use the grading   rubric to ensure that you gain the most points possible for this   assignment. Proofread   the paper for spelling and grammatical issues, and third person   writing. · Read the   paper aloud as a first measure;· Use the spell   and grammar check in Word as a second measure;· Have someone   who has excellent English skills proofread the paper;· Consider   submitting the paper to the Effective Writing Center (EWC).  The   EWC will provide 4-6 areas that may need improvement.Step   9:  Submit the paper in the Assignment Folder (The   assignment submitted to the Assignment Folder will be considered the student’s   final product and therefore ready for grading by the instructor.  It is   incumbent upon the student to verify the assignment is the correct   submission.  No exceptions will be considered by the instructor).How to Set Up the PaperCreate   a Word or Rich Text Format (RTF) document that is double-spaced, 12-point   font.  The final product will be between 6-8 pages in length   excluding the title page and reference page.  Write clearly and   concisely.Completing the Paper In   order to complete this project, you will want to first read the module, Learn   How to Support What You Write, as this assignment requires you to use the   course material and research to support what you write.  Also,· Read and use   the grading rubric while completing the exercise to ensure all requirements   are met that will lead to the highest possible grade.  · Third person   writing is required.  Third person means that there are no words   such as “I, me, my, we, or us” (first person writing), nor is there use of   “you or your” (second person writing).  If uncertain how to write   in the third person, view this link:  http://www.quickanddirtytips.com/education/grammar/first-second-and-third-person. · Contractions   are not used in business writing, so do not use them.  · Paraphrase   and do not use direct quotation marks.  Paraphrase means you do not use   more than four consecutive words from a source document.  Instead put a   passage from a source document into your own words and attribute the passage   to the source document.  Not using direct quotation marks means that   there should be no passages with quotation marks and instead the source   material is paraphrased as stated above.  Note that a reference within a   reference list cannot exist without an associated in-text citation and vice   versa.   You may not use more than four consecutive words from a   source document, as doing so would require direct quotation marks.    Changing words from a passage does not exclude the passage from having   quotation marks.   If more than four consecutive words are used   from source documents, this material will not be included in the grade and   could lead to allegations of academic dishonesty.· You are   expected to use the case scenarios and weekly course material to develop the   analysis and support the reasoning.   There should be a robust use   of the course material and case scenario facts.  Material used from a   source document must be cited and referenced.  A reference within a   reference list cannot exist without an associated in-text citation and vice   versa.  Changing words from a passage does not exclude the passage from   having quotation marks.   If more than four consecutive words are   used from source documents, this material will not be included in the grade   and could lead to allegations of academic dishonesty.· Use in-text   citations and provide a reference list that contains the reference associated   with each in-text citation.· The only book   you may use is the course eBook.  You may not use a dictionary or   Wikipedia.· Provide the   page or paragraph number in every in-text citation presented.  If the   eBook does not have pages, provide the chapter title and topic heading. Self-Plagiarism: Self-plagiarism is the   act of reusing significant, identical or nearly identical portions of one’s   own work.  You cannot re-use any portion of a paper or other graded work   that was submitted to another class even if you are retaking this course.     You also will not reuse any portion of previously submitted work in this   class.  A zero will be assigned to the assignment if   self-plagiarized.  Faculty do not have the   discretion to accept self-plagiarized work.Bottom of Form

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