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U.S. Constitution Excerpt: Amendment I Congress shall make no law respecting an establishment of religion, or prohibiting the free exercise thereof; or abridging the freedom of speech, or of the press; or the right of the people peaceably to assemble, and to petition the government for a redress of grievances. Review the following articles on free speech and the workplace: First Amendment Freedom of Speech in the Workplace: Can Employees Say Anything They Want? A Primer on Public Employee Freedom of Speech For your initial post, choose one of the articles above and summarize the main points and discuss. In your discussion, consider the following questions: Do you believe that the First Amendment protects online speech, even if that speech is perceived by individuals or groups of individuals as offensive? Do employees have the right to free speech in the work place? What about speech made outside of work, even if such speech is hateful and offensive? What have you learned about the scope and nature of the free speech clause?

You will find two equivalent job postings on the internet that you want to analyze for this assignment. Included in the analysis is comparing both jobs, summarizing select features in a table, and determining which job you would recommend over the other job and why. You will also come up with a detailed backstory and description of the candidate applying to these jobs. The backstory should be thought of as a summary that might be written about the candidate by the human resources office so they could easily compare all the candidates. The backstory must include two factors that could disqualify the candidate from the job, but also could constitute either disparate impact and/or disparate treatment discrimination if the employer used those reasons to not hire the candidate. You will analyze if disparate treatment or impact exists and also provide examples of other ways the employer could discriminate against the candidate. You will also analyze if the employer could be liable for negligent hiring if they did hire the candidate.

Robots may not always deliver the benefits they promise. Fletcher (2018) describes the experience of an animal charity in San Francisco that had security problems with break ins, vandalism, and local drug users who made staff and visitors feel unsafe. They employed a 1.5-meter tall Knightscope security robot. The robot patrolled nearby car parks and alleyways, taking video recordings and saying "hello" to passersby; however, it was accused of harassing  homeless people. Calls for retribution appeared on social media, and the charity suffered more vandalism. The robot was regularly tipped over and actually suffered vandalism itself. Robots with artificial intelligence routinely provide care for children and the elderly. They work in hospitals, perform surgery, and play a range of analytical roles in offices. But Fletcher sees the spread of workplace robots as a major challenge.  Consider the following questions, provide responses, and then discuss your colleagues' responses in this week's discussion. How far are we willing to, or should we at all, let robots into the workplace?  What kinds of roles are acceptable for robots and which are not?  Most importantly, who sets the rules for how  robots behave and how they decide on priorities when interacting with people?  Fletcher, S. (2018). What makes a good robot co-worker?  Retrieved from https://www.peoplemanagement.co.uk/voices/comment/...

DISCUSSION 4 Locate the U.S. Business Judgment Rule Then locate the rule in any other country. Discuss the following: 1.   Discuss what part or parts of the U.S. rule do you either agree or disagree and why? 2.   Compare/contrast the U.S. with your selected country.  If they are the same, why do you think they are stated in similar ways.  If different, discuss the differences. If you could change the U.S. rule, what would you change and why? If you would not change anything in the U.S. rule, discuss what aspects of the rule you believe are most effective and why?

The company I chose is Boeing airlines Organizational Planning and SWOT unit, Multi-touch book (Chapter 5), news articles, company websites, digital library searches, Canvas, etc. analyze the company’s internal and external environments as it relates to its strengths & weaknesses (internal), and opportunities & threats (external). Using information from Canvas? Organizational Planning and SWOT unit, the course Multi-touch textbook (Chapter 5), news articles, company websites, digital library searches, etc. analyze the company’s strengths, weaknesses, opportunities & threats. Submit a two-page preliminary examination of the chosen organization’s SWOT. Each section of the SWOT needs to have at least one item in it demonstrating an example of the company?s status in that category. The submission should include 4 subheadings, each titled: Strength Weakness Opportunity Threat A successful submission will include content from the selected organization?s website as well as content from iBook Ch. 5. Both sources need to be cited and referenced in the paper. 

Develop a decision tree for analyzing government liability under the Federal Tort Claims Act.

There should be 5 strategic factors for Opportunities and 5 strategic factors for Threats. What are external factors? External factors are those the firm has NO control over. I will be doing reality checks when reading your work, asking, "Does the firm control this activity or not?" For instance, a firm has control over the price it chooses to charge, but they don't have control over whether or not that price is acceptable to the ultimate consumer. What do you have to do? Fill in the table in TemplateSA-EXH 1-EFAS.docx available in this location and Course Resources. The table has five columns: External Factors, Weight, Rating, Weighted Score, and Comments. Use short names for the factors, but flesh them out in the comments so they make sense when you approach them later on. The textbook is clear enough to work on all columns but the Comments. Your comments make all the difference in the quality of the EFAS. Use the template for Exhibit 1 - EFAS Use the Template EFAS as the template for your work. Ensure that your format displays correctly and is readable.  Do NOT copy from the text or from the Template EFAS text!  Use your own critical analysis and critical thinking.  The template is provided to assist you with the layout--i.e., make it easy for you to construct the chart.  The template also gives you a good idea of the appropriate explanations required in the Comments blocks about the why an SF, potential quantified impact, how weighted, and how rated. Comments Column Comments are expected to be 4-5 sentences in length and depth and offer a clear explanation of the strategic factor (SF) in 4 aspects: Why it is a strategic factor (SF); (1-2 sentences only) A quantified estimate of the potential impact (QPI) of the SF; (1 sentence only) How you assign the weight; (1 sentence only) and How you assign the rating. (1 sentence only) Keep the 4-5 sentences of your Comments in order for clarity and ease of understanding.  The recommended order is:  Why SF comments; QPI comments; Weight comments; and finally Rating comments. How to write the Why SF and QPI comments: For the Why SF, explain WHY you selected this SF, WHY it is important to your firm, and WHAT is the potential impact on the firm in the future. For the QPI comments, estimate the potential impact on the firm in the future in a quantitative manner using some metric:  sales, revenues, costs, market share, profits, logistics pipeline, CSI, etc.  Express the quantitative potential impact (QPI) in Dollars $$.  If you express the potential impact in $$, that makes each strategic factor comparable against the other strategic factors. And expressing the impact in sales makes them even more easily comparable.   Make sure you are making significant estimates based on the size of your company based on annual revenue values in your 5-Y financials. You develop this estimate. The monetary value of the QPI is useful to compare the strategic factors and rank them in relevance.  Ranking them will help you to assign the Weights (2nd column in the table) to each strategic factor. Use a positive analysis (quantitative) rather than a normative analysis (feelings, desires).  Focus on what is the potential gain for your SF opportunities or the potential loss from an SF threat in the future.  History lessons are not needed nor applicable.  You should estimate and predict the impact in the future. Be creative.  Don’t develop future actions or alternatives here in the EFAS about how a firm may, or should take action on a particular SF.  The brainstorming development of those alternative actions comes with the TOWS Analysis that we will start presenting in Module 4. HINT:  To focus your thinking on addressing “why” you selected each SF and “why it is important,” start your “why select/important” sentence with words like this:  “I selected this SF because…..” or “This SF is important because…”  By using this lead-in phrase you should be able to concisely state why that particular SF is important. HINT:  To focus your thinking on addressing the quantitative potential impact (QPI) in the future of each SF, be sure your QPI sentence contains words like this:  “potential impact of $____” or “potential increases to ____ are $____ per year” or “reduction in sales by $____ per year.”  Be sure to state the potential impact in dollars so you can compare the potential impacts of your various SF. How to write the Weight and Rank comments: To assign weights, explain the importance of the SF to the firm’s future survival.  Is the SF of vital importance or low importance on a scale of 1 to 0?  What is the impact of the SF on the future survival of the firm?  What SF has the biggest impact?  Which one(s) are the Big Dogs?  Make a logical explanation of why the weight you have assigned is what it is.  Comparison and ranking between SF is a useful technique to assign the weight.  See your potential $$$ impacts from your “Why” analysis above. The bigger the $$$ impact is, the bigger the weight should be.  Remember the weight column adds to 1.0. HINT:  To focus your thinking on addressing the importance of the SF to the firm’s future survival, be sure to include the keyword “survival” in your weight sentence. To assign ratings, provide an explanation of how well, or how badly, the firm is handling each specific external SF RIGHT NOW – not in the future or not in the distant past – but right now. Use the scale of 1 – 5, poor to outstanding; comparing the firm’s performance against the industry standard rating of 3.  Give a logical explanation of why the rating you have assigned is what it is.  Do they handle it well or are they lost?  Are they performing in average way as other competitors are? Remember the industry average performance is rated at 3. HINT:  To focus your thinking on addressing how well your firm is handling each SF, understand what the 1-5 scale means and then use your rating number from the rating column with matching words (low, average, above average, high, etc) in your rating sentence. Example of a good comments block: SF - International Growth Opportunities in SE Asia, Japan, and Korea This SF was selected because of its very significant potential impact on profit growth.  Successful expansion into overseas markets could potentially result in doubling the size of OPC to a firm with $800M in sales per year and an increase in profits from $50M to $100M per year.  This SF is weighted highest at .25 since expanding internationally is vital to the future survival of OPC in light of worldwide competitors and markets.  I rated this low at 2.5 since OPC does not have any international experience or markets at this time.

Objective: Develop an External Factors Analysis Summary (EFAS) What are external factors? External factors are those the firm has NO control over. I will be doing reality checks when reading your work, asking, "Does the firm control this activity or not?" For instance, a firm has control over the price it chooses to charge, but they don't have control over whether or not that price is acceptable to the ultimate consumer. What do you have to do? Fill in the table in TemplateSA-EXH 1-EFAS.docx available in this location and Course Resources. The table has five columns: External Factors, Weight, Rating, Weighted Score, and Comments. Use short names for the factors, but flesh them out in the comments so they make sense when you approach them later on. The textbook is clear enough to work on all columns but the Comments. Your comments make all the difference in the quality of the EFAS. Use the template for Exhibit 1 - EFAS Use the Template EFAS as the template for your work. Ensure that your format displays correctly and is readable.  Do NOT copy from the text or from the Template EFAS text!  Use your own critical analysis and critical thinking.  The template is provided to assist you with the layout--i.e., make it easy for you to construct the chart.  The template also gives you a good idea of the appropriate explanations required in the Comments blocks about the why an SF, potential quantified impact, how weighted, and how rated. Comments Column Comments are expected to be 4-5 sentences in length and depth and offer a clear explanation of the strategic factor (SF) in 4 aspects: Why it is a strategic factor (SF); (1-2 sentences only) A quantified estimate of the potential impact (QPI) of the SF; (1 sentence only) How you assign the weight; (1 sentence only) and How you assign the rating. (1 sentence only) Keep the 4-5 sentences of your Comments in order for clarity and ease of understanding.  The recommended order is:  Why SF comments; QPI comments; Weight comments; and finally Rating comments. How to write the Why SF and QPI comments: For the Why SF, explain WHY you selected this SF, WHY it is important to your firm, and WHAT is the potential impact on the firm in the future. For the QPI comments, estimate the potential impact on the firm in the future in a quantitative manner using some metric:  sales, revenues, costs, market share, profits, logistics pipeline, CSI, etc.  Express the quantitative potential impact (QPI) in Dollars $$.  If you express the potential impact in $$, that makes each strategic factor comparable against the other strategic factors. And expressing the impact in sales makes them even more easily comparable.   Make sure you are making significant estimates based on the size of your company based on annual revenue values in your 5-Y financials. You develop this estimate. The monetary value of the QPI is useful to compare the strategic factors and rank them in relevance.  Ranking them will help you to assign the Weights (2nd column in the table) to each strategic factor. Use a positive analysis (quantitative) rather than a normative analysis (feelings, desires).  Focus on what is the potential gain for your SF opportunities or the potential loss from an SF threat in the future.  History lessons are not needed nor applicable.  You should estimate and predict the impact in the future. Be creative.  Don’t develop future actions or alternatives here in the EFAS about how a firm may, or should take action on a particular SF.  The brainstorming development of those alternative actions comes with the TOWS Analysis that we will start presenting in Module 4. HINT:  To focus your thinking on addressing “why” you selected each SF and “why it is important,” start your “why select/important” sentence with words like this:  “I selected this SF because…..” or “This SF is important because…”  By using this lead-in phrase you should be able to concisely state why that particular SF is important. HINT:  To focus your thinking on addressing the quantitative potential impact (QPI) in the future of each SF, be sure your QPI sentence contains words like this:  “potential impact of $____” or “potential increases to ____ are $____ per year” or “reduction in sales by $____ per year.”  Be sure to state the potential impact in dollars so you can compare the potential impacts of your various SF. How to write the Weight and Rank comments: To assign weights, explain the importance of the SF to the firm’s future survival.  Is the SF of vital importance or low importance on a scale of 1 to 0?  What is the impact of the SF on the future survival of the firm?  What SF has the biggest impact?  Which one(s) are the Big Dogs?  Make a logical explanation of why the weight you have assigned is what it is.  Comparison and ranking between SF is a useful technique to assign the weight.  See your potential $$$ impacts from your “Why” analysis above. The bigger the $$$ impact is, the bigger the weight should be.  Remember the weight column adds to 1.0. HINT:  To focus your thinking on addressing the importance of the SF to the firm’s future survival, be sure to include the keyword “survival” in your weight sentence. To assign ratings, provide an explanation of how well, or how badly, the firm is handling each specific external SF RIGHT NOW – not in the future or not in the distant past – but right now. Use the scale of 1 – 5, poor to outstanding; comparing the firm’s performance against the industry standard rating of 3.  Give a logical explanation of why the rating you have assigned is what it is.  Do they handle it well or are they lost?  Are they performing in average way as other competitors are? Remember the industry average performance is rated at 3. HINT:  To focus your thinking on addressing how well your firm is handling each SF, understand what the 1-5 scale means and then use your rating number from the rating column with matching words (low, average, above average, high, etc) in your rating sentence. Example of a good comments block: SF - International Growth Opportunities in SE Asia, Japan, and Korea This SF was selected because of its very significant potential impact on profit growth.  Successful expansion into overseas markets could potentially result in doubling the size of OPC to a firm with $800M in sales per year and an increase in profits from $50M to $100M per year.  This SF is weighted highest at .25 since expanding internationally is vital to the future survival of OPC in light of worldwide competitors and markets.  I rated this low at 2.5 since OPC does not have any international experience or markets at this time. Point of View Remember to keep your decision-making at the strategic level --the Big Picture level. You are acting at the CEO/SVP level. But you are also acting at the lower levels to brainstorm, generate alternatives, perform critical analysis, and make recommendations to the CEO/SVP levels. The decision-maker CEO/SVP decides on the most important strategic factors.

The contracts you will be using are in the Contracts Module. Below is a question for Contract 1.   I am looking for the ability to read and comprehend the contract so the appropriate contract clause can be applied to the questions connected with each contract.  In order to answer the contract fact scenario, you will also need to be able to identify the legal concept that is applicable to the situation described.  This is an analysis so please treat it as such.  Your personal opinion is not appropriate. There are correct answers for the question.  If a student discusses a different legal theory for answering the questions, partial points will be given.  In cases of complete or partial answers, text references are mandatory to support the remedy proposed by the student.  A text reference that has no bearing on the remedy or legal arguments will be counted as  "no text".  For example, if any contract has an issue of risk of loss, referencing the text on contract formation will not meet the requirement.  The sections of the text that you have read contain all the information you need for this analysis. Please remember to reference the applicable parts of the contract that you are using to answer each question. Your response should be in IRAC Writing Format. A student will be given 4 points for the text reference, 4 points for the contract reference,  with 15 points for the analysis itself, 4 points for proper IRAC formatting. The remaining 3 points will be given as a spelling/grammar score.  Following is the prompt. Residential House Lease The following question is based on the Residential House Lease found in the Contracts Module.  Please reference the Lease by clause number as you answer the questions. Essay ( IRAC Format- complete with text references to the textbook by chapter and section number and the contract by clause to support your answers) Alec, the landlord, refuses to fix a drainage issue that was there prior to the current tenant.  Brenda, the current tenant, has just discovered the drainage issue after a heavy rain. The consequence is that black mold has been forming on the siding for quite some time.  Brenda still has significant time remaining on her lease.  Brenda has notified Alec in writing by email of the mold and drainage issue but has received no response.  She is concerned about the premises becoming unsafe to live in. It has been 14 days since she emailed him her notification.   What are all of Brenda's options if Alec declines to do the repairs?

Protest and Written Submissions to Appeals Division: If an IRS examination is not resolved