Job ChoiceWhile making a decision between Director of Marketing at Right-Away and Assistant Product Manager at Houseworld's Home Care Division - what reasons helped Lisa choose Houseworld over Right-Away? (Note: More than one options may be correct.)Even though Right-Away offered more monetary compensation and senior role, Lisa was hesitant about taking up such a big responsibility given that she had very little experience and knowledge in marketing.✕ IncorrectLisa was confident about Kingston's trust in her abilities, however she would have to report to the VP of operations at Right-Away. She felt unsure of the VP's reactions towards her.✕ IncorrectRight-Away was a small company headquartered in a rundown warehouse as compared to Houseworld's brand new office building.Since Lisa would be the only woman manager at Houseworld, she felt empowered and recognised. Hence, she preferred Houseworld over Right-Away .✕ IncorrectLisa was struck by Houseworld's well-educated and outgoing professionals and wanted to receive classical marketing training in a structured environment from industry experts.

Should Lisa quit her job at Houseworld? Support your answer with at least 3 relevant arguments.

Rita’s hiring! With her business really starting to take off, Rita realised she could no longer do everything herself and had recently hired a social media and sales analyst (Peggy), a pastry chef (Florence) and a sous chef (Marco), as well as a bookkeeper (Glenn).  It wasn’t long before Rita realised that managing staff wasn’t as easy as she thought it was going to be. Peggy was concerned that her performance goals were very vague and that the goalposts seemed to be continuously moving, making it almost impossible for her to track her progress. Her main job was to manage Rita’s Muffins' social media accounts (mainly Instagram and Facebook) and to drive sales.  There was some dispute about whether her target should be measured by “followed” links to Rita’s Muffins landing page or actual sales generated from a “followed” link. So the precise calculation hadn’t been locked down. Also, every time the business beat target, the targets would be increased, which Peggy didn’t think was very fair. They also seemed ridiculously ambitious, or in her words, “totally unachievable.” Glenn’s previous role was with a large corporate where the financial cycles were, by and large, automated. It was quite a shock coming to such a manual operation as Rita’s Muffins. He passed his bookkeeping exams in the 1980s, so he could remember very little about how to set up payroll from scratch. The result was that Peggy didn’t get paid, Florence got paid twice in the same cycle, and Marco was taxed at twice the normal rate. All three said they were going to quit if it wasn’t sorted by the next pay period.Despite these issues, Rita’s muffin baking business appears to be doing increasingly well. Every week, she’s baking at least 10% more muffins than the previous week. Therefore, she was somewhat shocked when her bookkeeper Glenn told her that if things didn’t improve quickly, they might not be able to make payroll next month. When she asked what was causing the cashflow squeeze, all Glenn was able to say was that the forecast gross profit margin was 67%, but they were only hitting 58%. He then shrugged his shoulders and said: “I’m not sure why, we costed the muffins accurately enough and then priced for a 67% gross profit margin.”Rita started by asking Florence and Marco what they thought the problem was. Florence reminded Rita that their policy was to only sell muffins baked within the last 24 hours and give any leftovers to the shelter. She also mentioned that they always seemed to send a lot of muffins to the local homeless shelter on Sundays and Mondays. Rita checked the production records, and they seemed to be baking the right amount on Sundays and Mondays. Further, the problem only seemed to have started when they changed from a “bake-to-order” system to a “bake-to-forecast” system.One other thing Rita noticed while checking the production records was that while the number of muffins baked on Sundays and Mondays matched the forecast, on Wednesdays and Thursdays, they seemed to be baking 20% more muffins than forecast. However, they were only donating a handful of muffins to the shelter.

Rita’s hiring! With her business really starting to take off, Rita realised she could no longer do everything herself and had recently hired a social media and sales analyst (Peggy), a pastry chef (Florence) and a sous chef (Marco), as well as a bookkeeper (Glenn).  It wasn’t long before Rita realised that managing staff wasn’t as easy as she thought it was going to be. Peggy was concerned that her performance goals were very vague and that the goalposts seemed to be continuously moving, making it almost impossible for her to track her progress. Her main job was to manage Rita’s Muffins' social media accounts (mainly Instagram and Facebook) and to drive sales.  There was some dispute about whether her target should be measured by “followed” links to Rita’s Muffins landing page or actual sales generated from a “followed” link. So the precise calculation hadn’t been locked down. Also, every time the business beat target, the targets would be increased, which Peggy didn’t think was very fair. They also seemed ridiculously ambitious, or in her words, “totally unachievable.” Glenn’s previous role was with a large corporate where the financial cycles were, by and large, automated. It was quite a shock coming to such a manual operation as Rita’s Muffins. He passed his bookkeeping exams in the 1980s, so he could remember very little about how to set up payroll from scratch. The result was that Peggy didn’t get paid, Florence got paid twice in the same cycle, and Marco was taxed at twice the normal rate. All three said they were going to quit if it wasn’t sorted by the next pay period.Despite these issues, Rita’s muffin baking business appears to be doing increasingly well. Every week, she’s baking at least 10% more muffins than the previous week. Therefore, she was somewhat shocked when her bookkeeper Glenn told her that if things didn’t improve quickly, they might not be able to make payroll next month. When she asked what was causing the cashflow squeeze, all Glenn was able to say was that the forecast gross profit margin was 67%, but they were only hitting 58%. He then shrugged his shoulders and said: “I’m not sure why, we costed the muffins accurately enough and then priced for a 67% gross profit margin.”Rita started by asking Florence and Marco what they thought the problem was. Florence reminded Rita that their policy was to only sell muffins baked within the last 24 hours and give any leftovers to the shelter. She also mentioned that they always seemed to send a lot of muffins to the local homeless shelter on Sundays and Mondays. Rita checked the production records, and they seemed to be baking the right amount on Sundays and Mondays. Further, the problem only seemed to have started when they changed from a “bake-to-order” system to a “bake-to-forecast” system.One other thing Rita noticed while checking the production records was that while the number of muffins baked on Sundays and Mondays matched the forecast, on Wednesdays and Thursdays, they seemed to be baking 20% more muffins than forecast. However, they were only donating a handful of muffins to the shelter. Flag question: Question 1Question 1Tips1 ptsHow could Rita have potentially avoided the staff threatening to quit?

Which of the following managers portray high uncertainty avoidance?Group of answer choicesLucian is a senior manager of an electrical manufacturing plant. He careful evaluates all options and ensure they are consistent with company policies but this often slows down implementation.Don manages the market development fund team for a leading computer manufacturing firm. He is entrepreneurial and makes decisions quickly under tough situations.Shannon manages the technical team and is open to different opinions from team members.Rachel is the business head of marketing in a publishing firm who coaches her team members to be accustomed to organizational change.

By maintaining early ownership in the company, Quimby was able to access which of the following advantages?Multiple Choicefreedom to make decisions that match her valuesaccess to national marketing channelsaccess to national distribution channelssignificant financial capitalmanagerial training