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Read the study case below and Write your legal opinion on the study case below and write a memorandum with legal actions that should been carried out

Analyze, synthesize and evaluate the Host City Contract of the Olympic Games and the
Olympic Charter and apply them to solve problems affecting sports and the law pragmatically.
Show a detailed knowledge of the legal and regulatory framework affecting sports and the law and an
awareness of a variety of ideas, contexts, and frameworks.

STUDY CASE:

You are a Legal Counsel at the International Olympic Committee (IOC). The President of the IOC comes into your office and tells you that the Organizing
Committee of the 2022 Beijing Olympic Games (OCOG) have just issued a press release announcing that, because of the COVID-19 Pandemic, the OCOG has
decided to change the dates of the 2022 Beijing Olympic Games to 2023. The IOC was never consulted on this. Moreover, the press release states that following
the President of the USA‘s false claims that the COVID-19 was created by Chinese scientists to destroy the US economy, the OCOG has decided that no American
athletes will be allowed to participate in the 2022 Beijing Olympic Games. On top of that, the OGOC sent an invoice of 10 000 000 USD to the IOC with an
accompanying email saying this was to cover the additional health measures that the OCOG would have to implement during the 2022 Beijing Olympic Games.
The President is furious. He does not want the dates of the Games to be changed and he is strongly against the ban of American athletes. He also feels that the
invoice related to the additional health measures should be paid by the OCOG and not the IOC. He wants to take the 2022 Olympic Games away from Beijing if
they don’t rectify the situation soon.
Knowing that you are the one who drafted and negotiated the Host City Contract with the OCOG and that you know the Olympic Charter by heart, he asks you to
provide your legal opinion on this situation in a memorandum of maximum 2000 words. Your memorandum should clarify whether the recent actions of the
OCOG were legal (according to the Host City Contract and the Olympic Charter) and it should propose a solution to make sure the OCOG rectifies the situation. If
any communication is to be addressed to the OCOG, you should draft it for the President and include it in your memorandum.

 
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A motorcycle company produces three models: A, B, and C. This month’s master production schedule calls for the production of 42 Model A, 36 Model B, and 30 Model C per 8-hour shift.

a. What average cycle time (in minutes) is required for the assembly line to achieve the production quota in 8 hours? In other words, what is the takt time required for making one motorcycle, assuming all models require the same amount of time _____. I Answer to the nearest 0.01 minutes, but enter only the number.

b. If mixed-model scheduling is used, how many motorcycles (total) will be produced in a batch before the production cycle is repeated? Use the minimum number of each model to make a batch that has the right balance; all batches combined will produce the required number of each model at the end of the shift. One batch will contain total motorcycles. Enter to the nearest whole number of motorcycles, but enter only the number.
 
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International pop star Ziggy Stardust was the hottest thing since sliced bread in 2010. Ziggy has two Grammy Awards for 2010 Artist of the Year and Best Hip Hop Single – “Bling-a-Ding-Ding”.

At the height of his popularity, Ziggy stepped away from his career in music to live in Tibet to study with the Dalai Lama. Fame had left Ziggy feeling spiritually bankrupt and was seeking self-fulfillment outside the public eye.

After ten years of exploration, Ziggy is ready to share his teachings and revelations with the rest of the world. Ziggy’s primary talents are in songwriting and music.

Please help Ziggy rebrand himself to appeal to consumers that may have forgotten him or my never even known of him. He is looking for your expertise to make him significant again.

Please use the Problem-Solving Template below to help Ziggy realize his new dreams.

Each week, your answers should be presented in the Problem-Solving Template format as follows:

  1. Define the problem
  2. Explain the cause (or causes) of the problem.
  3. Explain the effects the problem has had on the company.
  4. Provide a solution (or solutions) to the problem.

Grading will be determined based on the quality and depth of the student’s answer. Please keep in mind that quality answers require at least 500 words to answer the questions. The 500-word minimum does not include restating the question, and is a requirement to receive a passing grade.

 
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Adobe Ditches Formal Performance Reviews
As we explained in the chapter, an increasing number of companies are no longer conducting formal performance reviews. However, most still do. In a recent survey of 1,500 U.S. office workers, 88 percent of them reported receiving formal written reviews—often with rankings—usually on an annual basis. The survey, which was conducted by Adobe Systems, the maker of Acrobat, Photoshop, and Flash software, also revealed the following bad news about formal performance reviews: • More than half of office workers feel that formal performance reviews have no impact on how they do their jobs (59 percent) and are a needless HR requirement (58 percent). • Eighty percent of office workers would prefer feedback in the moment rather than a progress review after a certain number of months. • Performance reviews are extremely stressful for both managers and employees. Rankings and ratings create competition among employees and result in even more stress. • A surprisingly large number of workers, both male and female, reported actually crying after a performance review and either looked for another job or quit their jobs shortly afterward. • Nearly two-thirds of millennials (61 percent) would switch jobs to a company with no formal performance reviews even if the pay and job level were the same. For reasons such as these, Adobe stopped doing formal reviews in 2012. The effort to ditch them began somewhat haphazardly: Donna Morris, then a senior vice-president of human resources for Adobe, believed the firm’s 360 employee reviews and ranking process was too complex, bureaucratic, and ate up massive amounts of time for which the company saw little or no return. She also believed they created barriers to teamwork and innovation because being ranked for compensation seemed to pit employees against one another. The problem was something Morris had been thinking about at Adobe’s offices in India while being interviewed for a major business publication in the country. The reporter conducting the interview asked Morris what new cutting-edge HR practices Adobe was implementing. Suffering from jetlag, offhandedly she responded: “We plan to abolish the annual performance review format.” Quickly Morris’s announcement made headlines. There was just one problem with it: She had only been contemplating ending formal performance reviews. She hadn’t actually cleared the idea with her CEO. Needless to say, when she got back to Adobe’s office in the United States, she had some explaining to do. Morris wrote her case for ending performance reviews and posted it on the company’s intranet. She encouraged employees and managers to examine Adobe’s current review practice to figure out how to improve it, which they subsequently did. What they discovered was troubling. Adobe’s managers were spending in excess of 80,000 hours annually on the reviews. Worse yet, feeling demoralized by their reviews and rankings, a high number of Adobe employees quit after having them. That was making it hard for Adobe to retain talent, especially because it’s located in Silicon Valley, where the demand for tech employees is high. Instead of formal performance reviews, today Adobe employees have periodic “check-ins” with their managers who offer them feedback, help with on-the job problems, and ideas for their growth and development. No written review is required. So does the new check-in system work? Yes. In surveys, employees say the check-ins make performance conversations easier, and less stressful, and that they get better feedback. Voluntary turnover has dropped dramatically. In fact, Adobe believes its check-in system works so well it is helping other companies adopt it—for free. No software purchase necessary. The company has posted information about the system and all of its associated documents available on its pubic website. Among the items posted are worksheets and discussion guides for managers and employees and FAQs (frequently asked questions) about how the check-in process works and how to implement it. “We love talking to other companies who are considering a move away from structured performance reviews, and many have adopted some form of checkin already,” says Morris. “Now we want to make it easier to share our experience with people who are exploring a model like this—whether they’re in technology or a totally different industry.”

Find the problems and their solutions in this case study( minimum five problems with solution)

 
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