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Koalla is a wholesaler for the daigou market in London. The business sells luxury goods to customers from overseas. Koalla also offer a fast and reliable international shipping service. Following is a description of their sales order processing. You DO NOT need to model any other activities that are not included in the scenario.
The customer downloads a purchase order from the Koalla website, completes order details, signs, and scans the purchase order [email protected]. A Sales Officer enters order details into a computer. The computer then checks inventory availability in the inventory data store and displays the result on screen. If the goods are available, a credit check of the customer is needed. The Sales Officer inputs a request for customer credit check by using the computer. The computer retrieves the customer’s credit limit from the
customer data store, the current Accounts Receivable balance from A/R store, and any recent sales from the sales data store. If the customer credit limit exceeds the total of the new order, recent sales, and A/R, the computer displays the credit check result. The Sales Officer then creates a sales order and the computer saves it in the sales order data store. The computer updates the inventory data store items with a status of ‘promised’ after the sales order is created. The Sales Officer notices the customer via email that the sale will proceed. The computer then sends details of the sales order to the picking officer and the billing officer.
1: Identify entities for the case above
2: Identify data stores for the case above
3: Develop a structured narration for the case above
4: Develop a context diagram for the case above
5: Develop a logical DFD (Level 1) for the case above
 
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Dealing with Unexpected Test Results
In 2003, the New Haven Connecticut Fire Department had 15 open management positions, 7 for Captain, and 8 for Lieutenant. As for many civil service jobs, a “Rule of Three” is used in hiring: the fire department chooses from the three highest-scorers on a civil service test. After the test was finished, none of the department’s black firefighters scored high enough on the test to be considered for the open positions. Fearful of a disparate treatment or disparate impact lawsuit, the City invalidated the test results, and did not promote anyone.
The city was still presented with a civil lawsuit, as 18 firefighters who had passed the test complained that their civil rights had been violated because New Haven had denied them a promotion based on their race. Of the plaintiff firefighters, 17 were white, and 1 was Hispanic. After the trial court ruled in favor of New Haven, the firefighters appealed their case to the U.S. Supreme Court in 2009.
The question posed to the Supreme court was whether an employer may intentionally discriminate against employees of one race to lessen the unintentional disparate impact a policy or practice has on another race of employees. In a 5-4 split decision, the Supreme Court ruled in favor of the plaintiff firefighters. The Court clarified in its written ruling that by disregarding the test results, New Haven had violated the firefighter plaintiffs’ civil rights, discriminating against them based on their race and exposing them to disparate treatment. Essentially, avoiding liability under disparate impact does not excuse disparate treatment. The only way New Haven could have had a strong basis for invalidating the test results would have been to show that the test was not, in fact, job related and consistent with business necessity.
Questions:
1.Do you agree with the Supreme Court’s decision? Why or why not?
2.What else do you think New Haven could have done when it learned about the test’s disparate impact?
 
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When and how did Danone expand into the Chinese market? What problems did Danone Group encounter while operating in China?
How was the Danone and Wahaha JV formed? What was its structure? Why did Danone decide to form a joint venture rather than establish a 100 percent-owned subsidiary?

What was the problem of the Danone-Wahaha joint venture that triggered the conflict between the companies? What were the differences in Danone’s and Wahaha’s understanding of their own respective roles and responsibilities in this venture? What aspects of national and organizational culture affected this perspective?

Was Danone successful in proving its claims in court? How was the conflict between the two companies resolved? What were the key lessons for Danone about doing business in China? Did Danone follow the advice regarding JVs in China mentioned in the list just above? Which aspects did it follow and which did it not?

 
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27 –
Each province and territory has legislation that provides certain rights and guarantees regarding employment.
Select one:
a.
TRUE
b.
FALSE
28 –
Benefits of employee orientation include increasing turnover, lowering productivity and increasing training costs.
Select one:
a.
TRUE
b.
FALSE
30 –
The benefits of an effective orientation process include the following, EXCEPT:
Select one:
a.
Familiarizing new employees with organization, their job and their work unit
b.
Sending new employees home to read a policy manual before starting work
c.
Embedding organizational values, beliefs and accepted behaviours
d.
Active involvement and participation from the supervisor
31 –
In a work-refusal situation, it is illegal for an employer to request another employee to replace the worker who exercised his or her work-refusal right.
Select one:
a.
TRUE
b.
FALSE
32 –
How has the effect of globalization added to HRM responsibilities?
Select one:
a.
they are balancing complicated issues related to language and communication
b.
they must know the differences in country legislations and business practices
c.
there are increased concerns about privacy, ethics, and culture
d.
they must address employee concerns about outsourcing
 
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