Assume that you are the manager of a retail store in a local shopping mall. The store is part of a large major retail chain that owns several different brands. Your staff consists of seven full-time and ten part-time employees. Each full-time employee has at least three years of experience in your store. They all like one another and work well together—they often refer to themselves as a team. Your part-time employees are all local college students; a few have worked in the store for more than a year, but there tends to be a lot of turnover among this group. Your boss, the regional manager, has just informed you that the retailer plans to open a second store in a new section of the same mall. This store will carry similar merchandise at similar prices as your store but under a different brand name. She has informed you that you must implement the following changes: 1. You will serve as manager of both stores until the sales volume of the new store warrants its own full-time manager. 2. You are to designate one of the full-time employees in your present store as the assistant manager, since you will be in the store less often now. 3. In order to have experienced workers in the new store, you are to select three Of your current full-time workers to move to the new store, one of whom should also be appointed as assistant manager of that store. 4. You can hire three new people to replace those transferred from your existing store and three new people to work at the new store. 5. You can decide for yourself how to deploy your part-timers, but you will need a total of ten in the existing store and eight at the new store. You expect that many of your employees will be unhappy with these changes. They all know and, as noted earlier, work well together. However, the new store will be in a new section of the mall and will be a very nice place to work. You are now contemplating how to proceed. Use your interpersonal and communication skills to answer the following questions. A. Is the change you will be making a result of external or internal forces? a. External forces b. Internal forces B. Regardless of how you decide to inform your full-time workers, which of these approaches would most likely be the most effective? a. Tell them about the reassignments; at the same time tell them about the new assistant manager positions but that you have not yet decided who will be appointed to these positions. b. Tell them about the reassignments; at the same time tell them who you intend to appoint as assistant managers. c. Tell them only about the reassignments; do not mention the new assistant manager positions in the initial meeting. C. As you think about communicating the change to your workers, does it seem more logical to view all of them as one group about to undergo a change or two different groups comprised of full-time workers and part-time workers? a. It probably makes the most sense to treat them as one large group of 17 employees. b. It probably makes the most sense to treat them as one group of seven full-time workers and one group often part-time workers.

After discussing the options, the strategic management team has agreed that the pod coffee idea works well with the company's mission statement and decides that the company should move forward in exploring the pod coffee idea. in order to make sure that the pod coffee idea is a good one, and to see if there are other potential future endeavors to pursue, you must analyze the market situation and formulate a strategy. your boss asks you to start working on the pod coffee idea. what is your first stepa. your first step is to formulate a strategy for how to market the pod coffee concept. b. your first step is to consult with your boss and find out what he thinks about the pod coffee idea. c. your first step is to do some research to find out what your competitors are doing. d. your first step is to analyze the organization's strengths, weaknesses, opportunities, and threats.

The following transactions and events that occurred in the village of kowitt gorge during the calendar year 2019: 1. the village commissioners adopted the following budget: estimated revenues: property taxes $1,850,000 all other revenues 300,000 total revenues $2,150,000 appropriations: all departments other than police $1,000,000 police—salaries 600,000 police—fringe benefits 450,000 police—supplies 80,000 total appropriations $2,130,000 2. the village received, in cash, property taxes of $1,840,000 and all other revenues of $295,000. 3. the village made cash payments, charging the following appropriations: all departments other than police $1,000,000 police—salaries 595,000 police—fringe benefits 390,000 4. the administrator of fringe benefits received an invoice for police employee health insurance in the amount of $95,000, together with a letter from the insurance provider, explaining that the large increase was caused by a change in federal laws. the invoice could not be paid because the police—fringe benefits appropriation had a balance of only $60,000 (appropriation of $450,000 minus expenditures in item 3 of $390,000). as a result, the village commissioners amended the budget as follows: increase: appropriation for police—fringe benefits $35,000 decrease: appropriation for police—salaries 5,000 decrease: appropriation for police—supplies 25,000 use of fund balance 5,000 5. the village paid the invoice for $95,000, referred to in item 4 above, charging the appropriation for police—fringe benefits. 6. the police department placed po 2019a for firearms in the amount of $30,000 and po 2019b for uniforms in the amount of $20,000, all charged to the appropriation for police—supplies. (enter these pos as one transaction.) 7. after receiving po 2019a, the supplier notified the police department that a change in the design of the weapons would increase the cost to $32,000. the department sent the supplier an amended po, increasing it by $2,000. 8. the police department received the uniforms ordered on po 2019b, together with an invoice for $20,000. the department approved the invoice for payment. record the transactions and events applicable to the appropriations for police—fringe benefits and police—supplies in the following appropriations ledger. notes: use a negative sign with your answers if: 1. the amount entered in the appropriation column is a debit (dr.) rather than a credit (cr.); or 2. the amount entered in the expenditures column is a credit (cr.) rather than a debit ( in the available appropriation column, enter the appropriate balance after every transaction/event, even if a transaction isn't recorded in a particular ledger for that transaction. for transaction 6, enter both purchase orders (pos) as one combined transaction. appropriations ledger appropriation: police - fringe benefits appropriation encumbrances expenditures available transaction cr. dr. cr. dr. appropriation 1 answer 0 answer 0 answer 0 answer 0 answer 0 2 answer 0 answer 0 answer 0 answer 0 answer 0 3 answer 0 answer 0 answer 0 answer 0 answer 0 4 answer 0 answer 0 answer 0 answer 0 answer 0 5 answer 0 answer 0 answer 0 answer 0 answer 0 6 answer 0 answer 0 answer 0 answer 0 answer 0 7 answer 0 answer 0 answer 0 answer 0 answer 0 8 answer 0 answer 0 answer 0 answer 0 answer 0 appropriations ledger appropriation: police - supplies appropriation encumbrances expenditures available transaction cr. dr. cr. dr. appropriation 1 answer 0 answer 0 answer 0 answer 0 answer 0 2 answer 0 answer 0 answer 0 answer 0 answer 0 3 answer 0 answer 0 answer 0 answer 0 answer 0 4 answer 0 answer 0 answer 0 answer 0 answer 0 5 answer 0 answer 0 answer 0 answer 0 answer 0 6 answer 0 answer 0 answer 0 answer 0 answer 0 7 answer 0 answer 0 answer 0 answer 0 answer 0 8 answer 0 answer 0 answer 0 answer 0 answer 0 answer 0 answer 0 answer 0 answer 0 answer 0

Which example would the government consider as intellectual property? a. product design that contains a hologram of the logo of the company b. a copy of a famous artist’s painting in a new medium c. a plant species discovered in the united states for the first time d. a method of production that is common to an entire industry e. a discount structure offered to the customer at a store