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Read through the case study.

The Holiday Inn is a 40-unit chalets, no-frills operation in the less scenic part of a major Langkawi town. The owner, Mrs Hasimah, firmly believes that there is a need for his style of low-cost family accommodation amid the luxury and beauty of the area. Her rooms are large, family-style rooms (there is no television, for example). Although there is plenty of room for future expansion, the grounds are fairly bare with a bit of landscaping, but mostly grass.

Mrs. Hasimah can serve breakfast to the rooms and provides tea-making facilities. There are now a lot of good restaurants and take-aways in the area. Mrs. Hasimah’s prices are less than half of what similar motels charge and only a fraction of what the big five-star properties are charging. And, really, she isn’t all that far away from the beach, shops and other attractions.

The problem is occupancy. She has some regulars who come every holiday period (and have been doing so for the four years she has owned the property). Overall, occupancy is about 50% year round and she knows from the local tourist office that the other properties average around 68% occupancy year round. New developments could mean trouble. This lack of occupancy can be quite frustrating for Mrs. Hasimah. Cars pull in, drive around the parking areas, and then drive away.

Currently Mrs. Hasimah does very little advertising in local district guides and the holiday papers, mainly because she really thinks word-of-mouth is the best form of advertising. She is a member of the local tourist committee, but too busy to go to meetings. However, she does receive the local statistics and knows the average stay in the area is 4 nights, and that local families and couples and increasingly overseas visitors are her potential customers.

She’s not desperate yet, but she’s getting worried and disillusioned. She thought she would be overrun with guests, but that hasn’t happened.

From the case study, write down all possible risks that you can identify in relation to Holiday Inn. Identify the risk factors. Can you categorize the risks? What are the sources of risks? What are the consequences from the identified risks?

 
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BUSINESS ORGANIZATION AND BUSINESS TORT
Building on your Module 1 SLP, suppose that Stacy’s mail-order, gluten-free, blueberry muffin business has begun to grow. After signing the contract with Woody, Stacy felt more secure in her supply of blueberries. She decided to take on the title of “CEO” of her business and she now has two employees, friends from a book club where she used to bring her muffins.
Stacy is concerned that, now that her business is rapidly growing, that she may face problems of potential lawsuits and liability. She has asked you to recommend a formal legal structure for her business.
Carefully review the background materials on business organization and tort law. Then, write a 2- to 3-page paper discussing what potential liability risks Stacy faces and the kind of legal structure Stacy should adopt. Specific issues to be covered in this paper include:
What kind of liability might Stacy’s business face? Refer to the required background readings on business torts and products liability in your answer.


 
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you asked your subordinate to collect some information for you about a certain product that one of your competitors makes. Your subordinate is completely unable to give yiu such information–he failed miserably. You look into thr situation, and decide that it wasn’t the subordinate’s fault, but was due to something about the situation. Which of the following would attribution theory suggest caused you to arrive at that conclusion?a.) other employees were unable to help your subordinate.b.) the subordinate did poorly in past, different situations.c.) your subordinates in your previous workplace rarely made errors.d.) other subordinates tried to perform the task and also failed.e.) the subordinate did well in comparison to other subordinates.
 
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42. The President of Greene and Rich College and the Dean of the School of Business Administration wish to forecast the enrollments for the Fall Semester. The carollment is measured in Full Time Equivalents (FTE’s) which represents the number of full-time students. This is the equivalent to the existing mixture of full-time and part-time students. Data representing the Fall enrollment for the past ten years is given below: Time (t) Enrollment Nalve NA 1 2 3 4 5 6 7 8 9 10 11 1984 2119 2188 2213 2268 2313 2424 2453 2538 2629 3 Period 6 Period Unear Moving Moving Trend Averase Average NA N/A N/A N/A N/A N/A N/A N/A N/A 42.1 Make a naive forecast for Year 11; [1] 42.2 Make a 3 year moving average forecast for Year 11; 12) 42.3 Maice a 6 year moving average forecast for Year 11; 12) 424 Based on your calculations above, which forecast would you use for planning proposes for Year 11 and why? [3 ] Page 9 42.5 Below is a scattetplot of the FTE enrollments: 250 30 2450 1400 20 120 2015 hes 100 42.5 Describe any trend you observe in the plotted data. [2] 42.6 If enrollment = a + b = 1954.9 +65.2., what would be your forecast for Year 11; [2] 42.7 Based on all four of your calculations above, which forecast would you use for planning proposes for Year 11 and why? [2]
 
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