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federal borrowing interest rate down to 0.25%, one of the lowest in years to encourage borrowing by both individuals and businesses and to help give the economy a boost.[xi] The U.S. news is also reporting a possible U.S. meat shortage due to plant closures due to COVID19 which may impact beef exports to Canada, its closest trade partner.

Competition has been tough for many smaller grocers, fruit markets and farmers markets who do not sell their goods online. Yet, new competitors are starting to appear. Several Toronto restaurants are now selling basic groceries to reach out to their customer base and meet gaps in the marketplace.[xii]

Loblaw will be watching closely on how these indirect competitors adapt their strategies in the months ahead.

Question: (Total marks: 20 marks)

1. Explain how the 7 external environment forces are impacting Loblaw and the grocery industry. Apply theory and case-specific examples to support your analysis. Ensure you include all examples in the case to provide a, detailed and thorough analysis. (14 marks)

2.What management philosophy, which of classical or behavioural approached, do you think would best equip Loblaw to respond to the COVID19 crisis? Explain your answer with examples from the case. (6 marks)


 
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BUSINESS LAW

25. T / F In a state, like California, when both the defendant and the plaintiff are at fault in causing injuries suffered by the plaintiff, the plaintiff is entitled to recover damages to the extent that the defendant was at fault.

26. T / F The ‘chain of distribution’ refers to businesses and individuals who design, produce, distribute and sell products and who are potentially liable for any damages caused by defects in the products.

27. T / F Burglary occurs when the criminal enters a house without permission and, at the moment of entry intends to commit a crime inside. This is an example of the Concurrence requirement.

28. T / F Government action amounts to a search and possible violation of the 4th Amendment when federal, state or local government agents enter an area in which a person has a reasonable expectation of privacy.

 
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Event Organizer Case: Conducting Events After the Pandemic, What Should We Consider?
Part 1: Cost and Attendance Trade Off
Diand, a famous event organizer has a plan to make a festival of blues music in Indonesia that will invite famous blues musicians all around the world. Initially, they wanted to hold this event in early 2020 but because of the pandemic they had to cancel the event. In 2021, assuming that the condition is getting better where the cases are already under control and start to decrease rapidly then the old plan comes to the Diand director’s mind once again. He has to decide whether the event will be held in the year of 2024 or 2025. He started to call all the board of directors (BOD) to discuss the plan.
First, they have to decide whether the event will be held in 2024 or 2025. If the BOD plans to hold the event in 2024 then there is a 60 percent possibility that the event will be canceled because of the worsening condition of the pandemic in Indonesia, meanwhile there is a 40 percent chance that the event will be canceled if the event is held in 2025. If the event is continued then they have to choose whether the event will be held in Bina Santika Building or
you read the passage, please notify that:

Gelora 17 Agustus Stadium. Both buildings are considered as the determining factor to attract the blues music enthusiast.
The next thing, two main attributes are taken into consideration: the number of attendees and total costs. There are three possible responses from the market: (1) high response with potential 50,000 attendees; (2) medium response with potential 25,000 attendees; and (3) low response with potential 15,000 attendees. However, this number of attendees must be changed due to the capacity of the building with health protocol applied. If the event is held in the Bina Santika Building in 2024 then there is a 50% and 30% possibility that high and medium enthusiasm will occur respectively. Meanwhile, if the event is held in the Gelora 17 Agustus Stadium in 2024 then the possibility of high and medium response will be 40% and 35% respectively. The probability is changed to 60% and 20% for high and medium response if they hold the event in 2025 for both venues.
The other attribute that needs to be considered is about the cost to hold the event. There are several crucial budget posts that need to be carried out carefully since they will have the highest proportion in the budgeting. Those costs are: (1) cost to pay operational crew; and (2) cost to rent the event area.
In 2024, it is predicted that the cost to pay operational crew is Rp. 2,500,000 per person per event based on the report from Diand HR department. The chosen venue of the event will decide how many operational crew will be needed. They need 200, 150, 100 crew to hold the event in Bina Santika Building if the event is expected to have a high, medium, and low response respectively. On the other hand, they will need 1.5 times more the operational crew to hold the event in the stadium than in the building. The operational crew cost in 2024 and 2025 is expected to be the same.
Meanwhile, to pay the rent of the event area will vary based on the location. If the location chosen is Bina Santika Building then the rental cost will be Rp. 100,000,000 per event with the capacity is sufficient for 30,000 people. If the event is held in Gelora 17 Agustus Stadium then the cost will be Rp. 50,000,000 per event with the capacity is sufficient for 40,000 people. All the capacity mentioned above has considered the health protocol. These costs will apply in 2024 and 2025. However, there is a change in capacity for Gelora 17 Agustus Stadium and Bina Santika Building to 50,000 and 40,000 people respectively in 2025.
If the event is continued then the number of attendees and the costs that explained above will be calculated and considered accordingly. Otherwise, if the event is canceled because the pandemic outbreak started to worsen then only refund cost will be considered. The refund cost is determined by the early bird registration response from the blues listeners. There are two possible responses: positive or negative. Positive response of early bird registration will generate

more tickets to be sold than the negative response. Hence, the refund cost for the event cancelation will be higher if the event is responded positively. If the response is positive for early bird registration then the refund cost will reach Rp. 100,000,000 while otherwise the refund cost will reach only Rp. 50,000,000. In 2024, there is a 60% chance that the response for early bird registration is positive. Meanwhile, 40% possibility that the response for early bird registration is expected to be positive in 2025. If the cancellation happens, it will be considered that the event has no one attending.
At the early meeting, the director of Diand stated that he would be indifferent between the following alternatives:
A. I am indifferent between:
? paying Rp. 100 million for certain or
? a lottery that will give me a 0.7 probability of spending Rp. 50 million and a 0.3
probability of losing Rp. 800 million
B. ‘I am indifferent between:
? paying Rp. 350 million for certain or
? a lottery that will give me a 0.6 probability of spending Rp. 50 million and a 0.4
probability of losing Rp. 800 million
C. I am indifferent between:
? paying Rp. 425 million for certain or
? a lottery that will give me a 0.4 probability of spending Rp. 50 million and a 0.6
probability of losing Rp. 800 million
D. ‘I am indifferent between:
? paying Rp. 475 million for certain or
? a lottery that will give me a 0.3 probability of spending Rp. 50 million and a 0.7
probability of losing Rp. 800 million
E. I am indifferent between:
? paying Rp. 600 million for certain or
? a lottery that will give me a 0.2 probability of spending Rp. 50 million and a 0.8
probability of losing Rp. 800 million
F. I am indifferent between:
? paying Rp. 612,5 million for certain or
? a lottery that will give me a 0.1 probability of spending Rp. 50 million and a 0.9
probability of losing Rp. 800 million
G. I am indifferent between:

? attending by 40,000 people for certain or
? a lottery that will give me a 0.2 probability of having no attendees and a 0.8
probability of attending by 50,000 spectators. H. I am indifferent between:
? attending by 30,000 people for certain or
? a lottery that will give me a 0.25 probability of having no attendees and a 0.75
probability of attending by 50,000 spectators.
I. I am indifferent between:
? attending by 25,000 people for certain or
? a lottery that will give me a 0.5 probability of having no attendees and a 0.5
probability of attending by 50,000 spectators.
J. I am indifferent between:
? attending by 15,000 people for certain or
? a lottery that will give me a 0.7 probability of having no attendees and a 0.3
probability of attending by 50,000 spectators.
And after further questioning the director indicated that he would be indifferent between the following alternatives:
A : Conducting the event with the cost of Rp. 800 million, but which had a guaranteed to have 50,000 attendees or
B : A gamble which offered a 0.9 probability of cost as much as Rp. 50 million and a guaranteed to have 50,000 attendees and a 0.1 probability of cost as much as Rp. 800 million and a guaranteed to have no one attending the event.
Finally, the team leader said that he would be indifferent between alternatives C and D below:
C : Launching the magazine with certain to receive Rp. 50 million but which had a guaranteed to get 500 loss sales or
D : A gamble which offered a 0.4 probability of cost as much as Rp. 50 million and a guaranteed to have 50,000 attendees and a 0.6 probability of cost as much as Rp. 800 million and a guaranteed to have no one attending the event.
There are several tasks that you have to do in Part 1: Cost and Attendance Trade Off. The tasks are:
(a) Draw a decision tree to represent Diand’s problem
(b) Define the utility for Diand’s total cost and for number of attendees!

(c) Assuming that Diand’s objective is to minimize expected cost and maximize the number of attendees, what is your recommendation for policy that they should choose by using MAU methods?

 
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Meet their co-worker, Matthew Matthew Jones, a recent graduate from Dunedin, was hired at the same time as Henry and Anisa. He really wants to make a good impression in his new job and is keen to make the most of this new opportunity. He is the sort of person who gets stressed easily and worries about things. In the first few weeks in his new job he often turns up to work half an hour early and is happy to stay late to make sure he keeps on top of his workload. Matthew and the rest of his team are managed very closely and are not really trusted by management to get their work done without being monitored. Matthew hates the lack of autonomy that the organisation offers. He is not surprised that others in his team often seem to complain about their own workload and regularly miss deadlines. Most arrive at work late and, though they seldom leave early, they will take long lunch breaks if they can, chat with each other, talk on the phone to their friends and surf the internet. Although they keep themselves separate from the rest of the organisation, they all get on well together, and there is a pleasant and friendly atmosphere in the team. They will cover for each other if someone is “pulling a sickie” and exaggerate to management about how long tasks really take so that they can work slowly and take plenty of breaks. Matthew really wants to be liked by his workmates. As he is a naturally shy person, he sometimes finds it difficult to make friends. It does not take long for Matthew to realise that he has to fit in with the rest of his team if he wants them to like him. He particularly admires Samuel, a fun loving, vivacious, and popular designer who always seems to be surrounded by friends. So, (although it goes against his nature), he soon begins to relax about his own deadlines and go out for extended lunches with 6 his colleagues. He and Samuel become firm friends and although he is not happy about not being very productive at work, he decides that he loves working for Advert Co. more than ever. Four months later Matthew’s mum calls to advise Matthew that his father is unwell and asks that he make plans to visit. While he agrees to do so, he is concerned how it might impact his work at Advert Co. Due to a decline in performance within Matthew’s team, management initiates a new performance-based reward scheme. The goals the team is required to achieve in order to get rewards are not only significantly more challenging than the level at which they are currently performing but also include more ambiguous requirements such as to “improve work quality” and to “try hard.” For example they are expected to not only design new layouts for many of the print advertisements of Advert Co.’s clients, but also to learn how to use the brand new computer software required for the redesign. Although some feedback is given by management and clients about whether the finished product is satisfactory, no proper computer training is given and not a single team member manages to master the new computer software before the first deadline passes. Matthew becomes increasingly stressed. He feels that the work is too hard and he is unsupported by management. His peers are also under a lot of pressure so he cannot rely on them to help him either.

(300 words) (a) Explain the relationship between team norms and team cohesiveness in relation to team performance. How does this explain Matthew’s changing approach to his work at Advert Co.? (b) Identify five ways management can decrease cohesion in Matthew’s team.

 
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