RLST 270 Study Guide - Quiz Guide: Motorboat, Love Canal, Greenpeace

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aquamarinescorpion485

7 Jun 2015

School

University of Illinois

Department

Religious Studies

Course

RLST 270

Professor

Mc Kim

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Document Summary

The movie a fierce green fire was an inspirational movie about how our environment and came to where we are now. This movie talked about a lot of different issues throughout our world and about how some people tried to resolve them. Two things i learned and thought were most interesting were the impact the first earth day had and the extremes the group green peace went through for what they believed. These events primarily occurred during the 1970"s-1990"s before there were any regulations or rules for what people could do. The first earth day in 1970 shocked me with how people responded and protested to some of the issues that were happening. This earth day responded with the second wave of environmentalism. Leading up to this, there were no regulations on the chemical industry, which then created a huge pollution problem.

Related Questions

please can you give me more details of each question and each answer , please. for the previous questions: Below are 5 scenarios, these are the questions that you should be thinking and writing about ( and graded on ) for each scenario: What is the challenge facing the supervisor? 2. As an HR professional what advice would you give the supervisor? 3. What HR issues are there in the scenario? 4. Are there any legal implications in terms of laws or regulations? Q1- You are a supervisor in a warehousing operation. You recently instituted a âNo Smokingâ policy in the facility. All employees were notified of the policy change. It was not well-received. As you walk down aisle B in the warehouse, you see a cloud of smoke and then see Chris running to aisle A. You need to talk to Chris. Q2- You are an office manager overseeing a department of 25 people. One of your employees comes to you and complains about Patâs unpleasant body odor and how difficult it is to work in the same area. You agree to talk to Pat. Q3- You are the sales department manager at an upscale store. Your boss has talked to you about the appearance of some of your sales clerksâ particularly Alex. Alex is sporting on his forearm a new, large tattoo of a devil eating a rat. You agree with your boss that some customers might find it offensive and that it should somehow be covered up. You need to talk to Alex. Q4 You are the director of human resources. You asked your benefits administrator, Morgan, to immediately send new benefit information to your boss for her review. The next day, you are chewed out by your boss for not sending her the information. You look bad. You decide to talk to Morgan. Q5- You are the vice president of finance. Your administrative assistant, Ryan, is often late getting to work. You have tolerated it for the past year, but your workload has increased and you need all the help you can get, especially at the start of the day. With Ryan coming in late, it is starting to affect your ability to get your job done. You need to talk to Ryan. Please do not make a copy from web. Thanks very much Comment Answer to question No 1: Challenges are: Maintain the Quality of the stock, Proper storage condition of stock and healthy environment of the warehouse. Advise: It should be quality and availability of the stock for smooth running of the business. HR Issue : âNo Smokingâ policy in the facility, All employees were notified of the policy change and It was not well-received. Legal implications in terms of laws or regulations: compliance of Pollution control act & compliance corporate social responsibility, Answer to question No 2: Challenges are: Healthy work environment, Good team and Teamwork Advise : Healthy work environment by ensuring proper working conditions. HR Issues: Unpleasant body odor and difficult work environment. Legal implications : Sexual harassment policy compliance. Answer to question No 3: Challenges are: Quality Products and customer stratification Advise : Staff should be maintain products at customer requirement and cleanness of the department. HR Issues: Alex is sporting on his forearm a new, large tattoo of a devil eating a rat.. Legal implications : compliance of Trade policy. Answer to question No 4: Challenges are: Timely information / MIS and Maintain work hierarchy. Advise : You should have to send the information to your boss instead of asking your administrator. HR Issues: Benefits administrator, Morgan, to immediately send new benefit information to your boss for her review. Legal implications : Non compliance or work hierarchy. Answer to question No 5: Challenges are: Timely & accurately completion of the huge work. Advise : Guide the team for work schedule and time importance. HR Issues: Late getting to work Legal implications : Compliance of work schedule and office timings. Comment

azurespider155


(Please Summerize the work down below, thank you)

Political	Economic
Growing political influences on healthcare advances	Cost of living increases
Global government influence on healthcare cost	Cost of insurance prices
Government control of Medicaid, Medicare funding	Rise of forecasted interest rates
Social/Cultural	Technical or Technology
Increase average age of population	Demand on new medical treatments
Patient expectations increase	Customize treatments
Demographics are in constant change	More advance service facilities
Environmental	Legal
Growing need for green business	Constant change of government drug Regulations
Environmental agenda and community awareness	Consumer laws
	Health and safety regulations



Porters 5 forces of business model

Competitive Rivalry
Growth opportunity for healthcare companies are expected to growing the next few years
Increase in new revolutionary drugs both in and outside of the US

Threat if New Entrants
Strict government regulations
Difficult to keep up due to constant change
Huge startup cost

Substitute Products
Threat of other substituting product and service at lower cost



Bargaining Power of Customers
Generic drugs offered at large discount to consumer
Larger less customized healthcare facility with lower housing costs
Several facilities offering similar services.

Bargaining power of supplier
Medical suppliers have a large pricing power
Bargaining power of physicians and nurses is huge because of large hospital benefits

Swot Analysis

Strengths

Highly trained and capable employees

Market experience

Strong leadership

High level of organizational efficiency

Excellent facilities

Strong commitment to bettering the community

Weaknesses

Increased cost of healthcare could lower our clientele

Limited staff resources

Limited cash flow to hire and train new employees

Lack of resources

Opportunities

Fast growing technology opens new doors for using state of the art equipment to better serve the patients.

Nursing and residential care is one of the fastest growing industries

Aging population

Threats

Uncertainty in political and economic climate causes hesitation for receiving new patients.

Funding constraints

Highly competitive market

Product or Service Analysis

Our services will be used by patients who cannot afford experimental treatments and patients who have been abandoned by the system because hospitals can no longer provide medical assistance. At our facility, we will be able to work with the families and provide them with different payments options, such as low monthly payment plans. Our main goal is to be able to treat the patient at a very affordable cost; however, if any patient does not possess the means to pay for treatment, he or she would not be turned away; our facility will tap into government and private funding to cover treatment cost.

The beauty of this service is that there isnât a charge of any kind to take part in our program because it is completely funded by government grants. Individuals that would take part would more than likely not have the means to pay a monthly deductible. Due to the nature of the business listed as a non-profit agency, there is no way to make a profit of any kind, as it would jeopardize the business in its entirety.

Some of the market factors that create a demand for our services include the need of medical care after having maximized all resources, the number of low income families, and the number of patients facing health issues needed extended medical care.

Opportunities that may derive from this business is the opportunity to expand and open multiple facilities, while extending a helping hand to many more in need. The risk, however, is the unstable funds deriving from grants. This can pose a huge treat to the business, as grants often times come and go and cannot be counted on as a constant income.

After studying the healthcare system and current policies in place, data shows many individuals facing severe health issues usually go untreated and uncared for due to the outrageous cost of medical care. It is devastating to see how often people, especially the elderly, are sent home and forgotten for the mere reason that hospitals and doctors are not willing to care for patients without financial means. In fact, in 2009 Harvard news reported 45,000 annual deaths due to lack of health coverage in the U.S. alone, which is significantly higher than the 18,000 reported by USA Today in 2002.

Financial Analysis

Clermont will be a nonprofit organization, dedicated to help the most needed. To open the facility fully operational we must take in consideration some fixed expenses like the land acquisition, permits, interest, brokers, administration fees, professionals (facility setup), staff, reports (environmental, occupational, fire, FDA), electricity, water, phone, water & sewer , connections, taxes, insurance, management, security, advertising, accountants, food, lawn mowers, bank fees, etc.

The facility will need have a total value of approximately three million dollars, but if we break the price of the land acquisition in to a thirty (30) year mortgage we can star up the business with an investment of approximately $ 233,944.61 USD to cover the first month of operation including all the startup permits and connections. After the first month the fixed expenses will be $184,444.00 USD with the exception of the months were taxes are due; taxes are around $ 43,000.00 USD paid quarterly will increase the tax month (depending on the facility fiscal year) for $ 10,750.00 USD approximately. We will fund all the costs with private and public funding, fundraiser, events, raffles, and most important with the help of the community.

As we mentioned before, Clermont is a nonprofit organization and we will do everything in our power to give the relief to the families in need. No one will be rejected because they do not have the money or the insurance cannot help. No money will be required from patient and every single dollar received will be spent in the patients, and in improving our facility and our service every day.

We believe our financial even breaking point will be a year after we begin operations, and be profitable soon after. There are many patients in need, and with the government and public grants each person will receive the treatment they need, and we will become the hope of many.

AN ETHICAL DILEMMA*

Steven, a junior at Northeast State, just started working part-time at a local fast food restaurant chain. Although not his dream job, it paid for tuition and books, and the restaurant gave him the flexible schedule he needed for school. After a few months, Steven found he got along well with all of his coworkers, but it was apparent they did not respect the company or the management. The employees made fun of their bosses and treated the work area like a playground. In some respects, Steven thought it was a fun environment to work in, especially after hours when management was gone for the day. They played their music loudly, laughed, and talked with one another during the down times instead of cleaning up their work areas like they were supposed to. Despite the fact there were ethical policies telling employees how they were expected to act in the workplace, these policies never seemed to be enforced. One day, while working with his coworker Julie on the food assembly table, Steven saw Julie accidentally drop a meat patty on the floor. Without so much as a flinch, she bent down, picked up the patty, stuck it back on the bun, and wrapped it up. It happened so fast that Steven wasnât even sure he had seen rightâespecially since Julie had done it so casually. Steven watched in dismay as another worker took the hamburger out to the customer. Over the next few weeks, Steven saw others, including the shift supervisor, do the same thing with burgers and other products. Once, an entire cheeseburger hit the greasy floor, was picked up, and was taken to the customer. This time the customer complained the burger tasted funny and sent it back. Steven noticed other unsanitary practices such as employees not washing their hands between handling meat and vegetables and not washing utensils between uses. Obviously, such practices were against company policies and, if reported, the supervisors in charge could get in trouble and the restaurant would face investigations from the health department. However, there was ample opportunity for things like this to occur. There was no one watching them, and the shift supervisor also engaged in these activities. Steven felt it was the companyâs responsibility to hire good people, so they were to blame if these things happened. One day, Steven approached Julie and asked, âWhy do so many people here serve food that has fallen on the floor to customers?â Julie thought about it briefly as though she had never considered it before and replied, âI guess itâs because it would take too much time to get another beef patty out of the freezer, cook it, and serve it to the customer. This is a fast food restaurant, after all, and Iâm not interested in hearing customers complain about the time it takes for them to get their food. Besides, the restaurants with the fastest service get a bonus from corporate headquarters. Last year the supervisors rewarded us with some extra money for doing our jobs so quickly.â Steven was somewhat taken aback by the honest reply and asked, âWouldnât you be disgusted if you were served dirty food at a restaurant?â This time Julieâs response was quick. She said, âWhat I donât know wonât hurt me.â She walked off. Several weeks went by and the same practices continued. Steven became more and more concerned about the consequences that could happen in an environment so laid back and unconcerned about safety and health. It seemed like the more time that passed, the worse everyoneâs attitude became. One day, at the beginning of his shift, Steven noticed the walk-in freezer had been left open. As he went to shut the door, he discovered a smell of rotten meat. It almost made him vomit. âHow could this happen?â he wondered. He threw away the rotten meat without asking anyone because he was afraid of what the answer might be. After Steven threw out the spoiled meat, he began to wonder how the culture of the restaurant got to the point of supporting such practices. He realized the seemingly minor unsanitary practices allowed major issues to arise that could possibly hurt someone. Steven felt he should say or do something, but to whom? He sat down and pondered what he should do.

QUESTIONS | EXERCISES

1. Describe the nature of the organizational culture in the restaurant. What kind of opportunities are there for unethical behavior to occur? Are there any opportunities for ethical behavior?

2. What are some of the incentives employees might have to engage in this type of behavior?

3. If the organizational culture of the restaurant does not change, what are some likely outcomes and consequences?

RLST 270 Study Guide - Quiz Guide: Motorboat, Love Canal, Greenpeace

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