...Obese Woman Denied Boarding Saifullah Khan Embry Riddle Aeronautical University, Worldwide Campus Abstract 56 year old lady weighing 407 pounds was denied boarding by three airlines. Lufthansa and KLM who were not able to provide a seatbelt for her size, and Delta who did not had a wheelchair capable of handling her weight, to carry her to the aircraft. Due to the kidney failure, she died before she could have arrived home, to get the proper treatment. Now her husband holds these airlines responsible for her death and wants to file the law suit against them. The context in this research paper provided the laws associated to this case and justify whether the airlines are at fault for her death. Obese Woman Denied Boarding Vilma Soltesz flew with her husband, Janos Soltesz, from New York City to Budapest on an annual vacation to her native country without any major problem with KLM airline (Newcomb, 2012). On October 15th, Vilma made her first attempt through KLM to return to New York for medical attention, but she was asked to disembark by the captain because of her inability to secure the seatbelt (Newcomb, 2012). KLM airline representatives advise the couple to go to a nearby airport where they could catch a bigger airplane operated by Delta airline (Newcomb, 2012). On October 16th, when they reached the airport, Vilma was told by Delta representatives that they do not...
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...CALIFORNIA STATE UNIVERSITY, FULLERTON International Law for Business (Mgmt 346) Section 20579 Course Syllabus for Fall 2016 MIHAYLO COLLEGE OF BUSINESS AND ECONOMICS Professor Carl Pentis DEPARTMENT OF MANAGEMENT Office: SGMH 5385 Law Office telephone: (714)385-9682 Cell (text or call me!): (310)594-0869 Office hours: Tuesday, Thursday 5:00-5:30 pm; and by appointment School Office e-mail: cpentis@fullerton.edu Law Firm e-mail:carlpentis@gmail.com Law Firm fax: (714) 385-9682 Class day, hours and location: Tuesday and Thursday 5:30 to 6:45 p.m.; SGMH 1109 Course Description From the CSUF Catalog Prerequisite: Management 246 or equivalent. Textbook and Other Course Materials The course text is International Business Law and its Environment, by Schaffer, Agusti, Dhooge, Cengagge Learning, (9th ed. 2015). This can be an expensive textbook so you should consider purchasing the eBook at the Titan Bookstore. Also, I will provide links to PowerPoint presentations and other select added course materials on the course website. Course Mechanics and Procedures Open-Door Policy. My policy has always been “open-door.” Therefore, you should not hesitate to contact me in person or by e-mail1 or telephone. Reading. We will cover many chapters from the text during the semester. Course readings will include chapters from the text plus the assigned cases cited below. Bring your text to all class sessions since we will refer to it frequently. 1 ...
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...The fundamental Principles ( COBIC ) Integrity Members should behave with integrity in all professional, business and personal financial relationships. Integrity implies honesty, fair dealing and truthfulness. Objectivity Members should strive for objectivity in all professional and business judgments. Objectivity is the state of mind which has regard to all considerations relevant to the task in hand or fair judgment. Professional competence Members should not accept or perform work which they are not competent to undertake unless they obtain such advice and assistance as will enable them competently to carry out the work. Confidentiality Be prudent in the use and protection of information acquired in the course of duties. Not to use information for any personal gain or in a way that would be contrary to the law or detrimental to the ethics. Professional behavior Members should behave with courtesy and consideration towards all with whom they come into contact during the course of performing their work. Ethical threats Self-interest threat It occurs when auditor could benefit from a financial interest in an audit client. Self review threat It occurs when the audit from a member or audit team put itself in a position of reviewing the subject that previously the member is responsible Familiarity threat It occurs when auditor has a close relationship with the client Advocacy threat It occurs when the audit from a member of the audit team promotes/support...
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...MGMT 600 Individual Research Paper Click Link Below To Buy: http://hwaid.com/shop/mgmt-600-individual-research-paper/ My individual Assignment is on the PIZZA Industry that should be basically about. A rubric for each of the potential topics is included in this spreadsheet. As you make your selection, think about which topic interests you the most! Make sure you read the FAQs below before you begin. Requirements for All Topics • Use APA —12-point font, legible font, double-space your text, use one-inch margins on your pages. • Properly cite all sources and use quotation marks or some other formatting to clearly identify all words which are not your own. • Review the tutorials located in our course Syllabus for additional information about originality. • Course Drop Box is configured to auto submit your work to Turnitin.com should be in your own words • Use the appropriate rubric for your topic selection. • Follow the rubric guidelines for length. • Your work must be original to this assignment. Do NOT reuse a paper from a prior course • Review the FAQ’s below for additional direction. FAQ’s Question 1: Does this paper replace the group business plan? No, this paper is in addition to your group business plan. Question 2: Should I use my team’s business idea for this paper? Some students find it easier to use the same topic, but you may choose another business idea for this paper if you prefer. Question 3: I noticed these topics are also subsections...
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...MGMT 530 Week 7 Course Project US Foods To Buy This material Click below link http://www.uoptutors.com/mgmt-530/mgmt-530-week-7-course-project-us-foods The objective of the Course Project is to provide you with practice in creating, justifying, and explaining a decision-making proposal. All elements involved in the creation of this proposal, from problem definition through action plan, must be covered. Further, the proposal, as constructed, must meet the tests of any sound business plan, namely that it has specific and measurable goals and objectives, clearly defined activities, stipulated time frames during which those activities will take place, and clearly defined measurable outcomes. The subject matter of your paper should be business-oriented in nature and should avoid decisions that depend largely on intuition to solve. Although the length of the paper is not predetermined, a 10–15 page analysis, including data and appendices, is probably correct. You will also share a summary PowerPoint presentation with fellow students during the Week 6 Discussion. The Final Course Project Proposal with the PowerPoint presentation is due by the end of Week 7 (graded). Required Outline The following outline is required for your Course Project. Executive Summary (less than one page) This summary is a short, carefully worded description of the problem situation that identifies the recommended solution. A brief justification and explanation of the selection method is to be included...
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...Postgraduate ProgramSubject Outline Faculty of Business and Management http://my.uowdubai.ac.ae Subject Code: MGMT949 Subject Name: Management (6cp) Year: 2013 Section: 1 Performance Session: Spring No of Credit Points:6 Pre-requisite(s): NA Co-requisite(s): NA LECTURE INFORMATION Day: Time: Monday 18.00 – 21.00 Location: Block TBA Room TBA Lecturer’s Name: Building & Office No: E-mail Address: Consultation Days and Times: Subject Coordinator: DR. PAYYAZHI JAYASHREE Block 16 Office 21-4 payyazhijayashree@uowdubai.ac.ae SUNDAY : 3 TO 6PM , TUESDAY : 3 TO 6PM DR. PAYYAZHI JAYASHREE 1 SUBJECT DESCRIPTION This subject addresses performance management, which is defined as an ongoing communication process that involves both the performance manager and employee. Key aspects of this process are examined. Topics include: identifying and describing essential job functions and relating them to the mission and goals of the organization; developing performance standards; giving and receiving feedback about performance; writing and communicating constructive performance evaluations, and planning education and development activities to maintain and improve employee work performance. 2 LEARNING OUTCOMES On successful completion of this subject students will be able to : 1. Describe the key concepts and techniques of performance management. 2. Explain the development of performance management as an area of growing importance for managers and employees. 3. Critically...
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...UNDERGRADUATE REGULATIONS & SYLLABUSES 2014 - 2015 THE FACULTY OF SOCIAL SCIENCES TABLE OF CONTENTS MESSAGE FROM THE DEAN ............................................................. 3 UNDERGRADUATE PROGRAMMES ................................................ 4 ACADEMIC CALENDAR 2014-2015 ................................................ 5 DEFINITIONS ...................................................................................... 13 GENERAL INFORMATION & REGULATIONS .............................. 14 General Regulations for Bachelor of Science Degrees 14 Special Regulations for Degrees in Hospitality and Tourism Management........................................................... 27 Franchise Agreements .......................................................... 27 EVENING UNIVERSITY -GENERAL INFORMATION & REGULATIONS ................................................................................... 28 General Regulations for Bachelor of Science Degrees 28 General Regulations for Diploma Programmes ............ 36 General Regulations for Certificate Programmes ......... 37 STUDENT PRIZES .............................................................................. 38 CODE OF CONDUCT ........................................................................ 39 UNIVERSITY REGULATIONS ON PLAGIARISM .......................... 40 THE ACADEMIC SUPPORT/ DISABILITIES LIAISON UNIT (ASDLU) ..............................................................................................
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...COLLEGE OF ACCOUNTANCY AND COMMERCE SAINT LOUIS UNIVERSITY BAGUIO CITY DEPARTMENT OF MANAGEMENT, MARKETING, AND ENTREPRENEURSHIP SYLLABUS MANAGEMENT 6 PRODUCTION AND OPERATIONS MANAGEMENT I. TITLE OF THE COURSE: Management 6 II. COURSE DESCRIPTIVE TITLE: Production and Operations Management III. COURSE CREDIT: Three (3) units IV. PRE-REQUISITE: Mgmt 1 and Math 4C V. COURSE DESCRIPTION: As a primary business function, along with marketing and finance, the production operations function plays a vital role in achieving the organization’s basic purpose for existence – to satisfy customer needs – by transforming resources into goods and services. Production operations management is important for two reasons: (1) it is the operations function that is primarily concerned with the production of goods and the provision of services, and (2) the operations function typically involves the greatest portion of the organization’s human resources and is responsible for a large portion of the firm’s capital assets. This course introduces the strategic and tactical decisions involved in production operations management. It focuses on the concepts and tools that are used in making decisions as well as trends and global best practices related to the planning and design, operation, and control of production operations systems. VI. COURSE OBJECTIVES: 1. To enable the students to develop a comprehensive understanding of the...
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...MGMT 3161 Purchasing & Supply Chain Assignment #5A: Case 7-1 Power Line Poles Write-Up Due: Sunday, September 27, 2015 @ midnight If you were in the position of Gordon Yarrow, how would you deal with the bid exceptions requested? In addition to answering the question above, select and answer one of the following six questions: 1. Do you agree with Mr. Yarrow’s procedure of sending only the four most acceptable bids to Moren’s engineering consultants for complete analysis? 2. Does Mr. Yarrow really have much choice as to whom he awards the pole manufacture contract? 3. Under the circumstances, is the manufacturer of the pole or the engineering consultant responsible for the final specifications? 4. If you were Mr. Yarrow, what additional information would you like beyond that supplied in the case, and how would it affect your final decision? 5. What decision would you make on the basis of the available information? 6. Do you think that all suppliers have been fairly treated? Guidelines & Requirements: * Use standard margins (i.e., 1”) and double spacing * Do not exceed two pages in total length * You will be evaluated on the following criteria (grading rubric): * Analysis: * apply relevant principles, concepts and frameworks to the questions * assess the issues faced by the enterprise * do not just repeat the information already in the case * Reasoning & Logic * Clear ideas, practical...
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...MGMT 307 Sample Final Exam 1. ___________ describes how dependable and responsible a person is. A. Emotional stability B. Conscientiousness C. Extroversion D. Locus of control E. Self-efficacy 2. Meg is very relaxed and secure. Meg is probably high in A. emotional stability. B. conscientiousness. C. extroversion. D. agreeableness. E. openness to experience. 3. The statement, "My boss doesn't know how to do his job," reflects the __________ component of an attitude. A. behavioral B. decisional C. cognitive D. affective E. value 4. Bethany is writing a paper for her management class. She already has a strong 'A' in the class, and only needs to get a C on the paper to keep her A. As she prepares the final version of the paper, she takes special care that the paper is well-written, insightful, and error-free, something that she can be proud of. Bethany is experiencing A. an intrinsic reward. B. high equity. C. a belongingness need. D. a hygiene factor. E. a high need for affiliation. 5. The need that is met by providing autonomy and control to employees over how they do their jobs is A. self-actualization. B. esteem. C. love. D. safety. E. physiological. 6. A manager wants to improve how her employees' belongingness or love needs are met. To do so, she could A. give public recognition for good job performance. B. hire a guard for the parking lot. C. send employees to a training class. D. redesign individual...
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...Individual Research and Contribution Max Bosche #67766089 University of British Columbia MGMT 390 Section 003 February 10, 2013 Norine Webster At the beginning of the term, shortly after the assignment was announced, I set up and led a few meetings to get everyone started and organized on what needs to be done, during which we discussed the individual and group sections of the paper. My sections of the paper were the value chain of the industry and the supplier section of the porter’s five forces. I had good communication with the team and I helped out two of the other team members in finalizing their sections of the paper. Another group member and myself did most of the work formatting and editing the final paper after everyone had their part completed. Afterwards I was in charge with any last minute spell checks, reference checks and submitting the final report. At the time I thought it would be a good idea to have everyone’s input in deciding sections of the paper. In hindsight however, the initial meetings were a bit redundant as the individual sections could have been assigned since no one had any preferences. My section of the paper was completed a day after the discussed due date that the group set, so I should have spent more time and effort in meeting this goal. The individual work submitted by some of the group members could have used more work, so a lot of time was spent fixing grammatical mistakes and rewriting sentenced to make them more coherent. For Part...
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...DeVry MGMT 410 Final Exam – Latest 2105 http://www.spinwoop.com/?download=devry-mgmt-410-final-exam-latest-2105 For Further Information And For A+ Work Contact US At SPINWOOP@GMAIL.COM MGMT 410 Final Exam 1. (TCO 2) Name and explain or define the goals of the training and development function of HRM. (Points : 40) Question 2. 2. (TCO 7) You are the recruiter and hiring manager for the position of vice president of sales for a company that sells athletic shoes on the West Coast. This position carries with it a number of unique responsibilities, including managing a department of 250 part-time and 50 full-time employees, a budget-making requirement, responsibility for P & L for the department, extensive weekly travel, a master’s-level education (minimum), and at least 10 years of experience in sales and 5 years’ experience in management. The salary and benefits package is $250,000. Your boss asks you which method of recruiting you will prefer to use and why you will use it. What downsides to your recommended method exist? What is your answer? (Points : 40) Question 3. 3. (TCO 12) Describe three types of flexible benefits programs and state the one you would recommend be implemented. Why would you pick that one program? Provide at least one solid business reason why. (Points : 40) Sources: • Question 4. 4. (TCO 8) Evaluate Kirkpatrick’s four levels of training evaluation, and determine which level would be most...
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...Corporate Social Responsibility and Environmental Management Corp. Soc. Responsib. Environ. Mgmt. (in press) Published online in Wiley InterScience (www.interscience.wiley.com) DOI: 10.1002/csr.132 How Corporate Social Responsibility is Defined: an Analysis of 37 Definitions Alexander Dahlsrud* Department of Industrial Economics and Technology Management, Faculty of Social Science and Technology Management, Norwegian University of Science and Technology, Trondheim, Norway ABSTRACT Despite numerous efforts to bring about a clear and unbiased definition of CSR, there is still some confusion as to how CSR should be defined. In this paper five dimensions of CSR are developed through a content analysis of existing CSR definitions. Frequency counts are used to analyse how often these dimensions are invoked. The analysis shows that the existing definitions are to a large degree congruent. Thus it is concluded that the confusion is not so much about how CSR is defined, as about how CSR is socially constructed in a specific context. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. Received 24 April 2006; revised 31 August 2006; accepted 18 September 2006 Keywords: analysis; corporate social responsibility; definitions; discourse; social construction Introduction HE CORPORATE WORLD IS FACING THE NOTION OF CORPORATE SOCIAL RESPONSIBILITY (CSR) wherever it turns these days. On a wide range of issues corporations are encouraged to behave socially responsibly (Welford...
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...Management 3131-Fall 2009 Management Control Systems Instructor: E-Mail: Office: Phone: Class Time: Office Hours: Jim Hayes, CMA, MBA, BComm jhayes@nait.ca T-400 NAIT Campus(Business Center) 471-7419 6:00-8:50 PM Thursday 4:00-6:00 Thursday-UOL Edmonton Campus By Appointment Course Texts Cost Accounting: A Managerial Emphasis, Charles T. Horngren, George Foster, Sirkant M. Datar & Howard D. Teall, Fourth Canadian Edition, Prentice Hall. OR Cost Accounting: A Managerial Emphasis, Charles T. Horngren, George Foster, Sirkant M. Datar & Howard D. Teall, Fifth Canadian Edition, Prentice Hall. AND Management Control Systems, Robert N. Anthony & Vijay Govindarajan, Twelfth Edition, McGraw-Hill Irwin. Course Description Management 3131 is the second half of a two-semester course in intermediate management accounting. Management accounting is generally divided into two major components-cost accounting and management accounting and control. Management 3130 deals with cost accounting and this course, Management 3131 deals with management accounting and control. Management control is the process by which managers influence other members of the organization to implement the organization’s strategies. As such, it deals with people and behaviour and is often referred to as behavioural accounting. The course shall consist of two types of learning situations. We will use cases from the Anthony and Govindarajan text to develop critical thinking skills, analytical skills, as well as oral and written...
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...FUNDAMENTALS OF MANAGEMENT MGMT 3013-002 Spring 2007 COURSE SYLLABUS Instructor: Robert W. Richards, Jr. Campus Office: Room 106 Spears School of Business Bldg Contacting me: Home email is regularly in use day and night. Telephone: 744-5115 Residence Phone: 405-707-0842 Office E-mail: robert.richards@okstate.edu Home E-mail: Robert@rwrichards.com Office Hours: TBA Classroom: LSW 103; TR 2:00-3:15 Syllabus Attachment: Academic Information, Important Dates, Student Rights and Responsibilities, etc.: http://osu.okstate.edu/acadaffr/aa/syllabusattachment-Spr.htm Textbook: Management: People, Performance, Change, Luis R. Gomez-Mejia, David B. Balkin, Robert L. Cardy, 2nd ed., McGraw-Hill, 2005. ISBN 0-07-284697-6 Course Description: This course is designed for non-management and non-business majors. While it is an introductory course covering management concepts, the student should complete the course gaining new understandings of overall business concepts and people skills. Attendance: Students are expected to attend all classes and complete all assignments. Absence has never been a general, overall problem. Rather it is a problem specific to a hand full of people and will be noticed. Attendance will not be taken at every class, but the assigned points will be based on the classes when attendance was taken. Be aware, very aware, that the instructor teaches to the exam and emphasizes the important points in class...
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