Case Analysis III: Current Event/Policy Memorandum

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I’m working on a Political Science question and need guidance to help me study.

Research a significant current event that presents an ethical issue.

Describe the significant current event that you identified in your research Analyze the ethical dilemma and recommend how it should be addressed Apply the sample memo handout provided in this week’s Learning Resources for structure

Helpful references:
Public Service Ethics: Individual and Institutional Responsibilities
Chapter 11, “Ethics and Elected Officials” (pp. 228-255)

Chapter 12, “Organizational Gaming and Performing Measurement” (pp. 256-278)

Bowman, J. S., & West, J. P. (2015).
Blind Spots
Chapter 6, “Placing False Hope in the ‘Ethical Organization’” (pp. 100-127)

Chapter 7, “Why We Fail to Fix Our Corrupted Institutions” (pp. 128-151)

Bazerman, M., & Tenbrunsel, A. (2011).

To Serve with Honor: Doing the Right Thing in Government
Chapter 8, “Why Do Good Leaders Do Bad Things?” (pp. 105-114)

Newell, T. (2015).
Dan Ariely: Our Buggy Moral Code
Note: The approximate length of this media piece is 16 minutes

TEDEd. (2008a).
Jonathan Haidt: Moral Roots of Liberals and Conservatives
Note: The approximate length of this media piece is 19 minutes

TEDEd. (2008b).
02 – To Defend a Killer
Note: The approximate length of this media piece is 58 minutes

David A. (2014a)

REQUIREMENTS:

ETHICAL ISSUE BRIEF INSTRUCTIONSProf. West

PURPOSE

This written assignment intends to provide practical experience in policymaking from an ethical standpoint. It is due on or before __________ (midnight US Eastern time), and must be submitted via Blackboard.

This assignment requires use of the standard format for a policy memorandum. The format is designed to help high-level executives make a good decision about an issue under extreme information and time constraints. In this case, the course instructor will be playing the role of executives; you will provide the briefing in written form.

The policy memo type is the decision-making memorandum, which can be used for problem identification and agenda setting, policy formulation, or policy implementation decisions.

FORMAT

The first and perhaps most important rule is that the memorandum in its entirety cannot exceed 3 pages. You should use standard 1-inch margin settings (left, right, top, bottom). The font should be Arial 11. Use single-spacing within paragraphs, and a double space between paragraphs. The footer of the page should include page numbers. (This instruction document follows these formatting conventions.) Since this is not a formal research paper, only brief in-text references with source and date are required, such as “(Centers for Disease Control, 2013) or “(New York Times, 3 January 2014)” Use quotation marks if it is necessary to use a direct quote, but in general a lot of quoted excerpts aren’t appropriate for this brief format.

TOPICS

Since this is a class in Public Administration ethics, your topic should relate to an ethical issuerequiring government action. Check with the instructor if you are unsure about the suitability of a topic. You have only 3 pages here, so don’t pick too big a topic.

While the policy memorandum is typically focused on an executive decision, you can also discuss topics for legislative action, where the executive would take the lead in trying to set the agenda for legislators.

SECTIONS

A decision-making memorandum has 5 standard sections, and your memo should as well. (Note that the 5th is merely a set of checkboxes.) The sample is on the next page.

Sample:

ETHICAL POLICY MEMORANDUM

FOR: West (maybe President West, Governor West, Mayor West, Director West)

FROM: [your name] (don’t forget to put this!)

DATE: March 15, 2016

SUBJECT: [your topic]

1. Action-Forcing Event

Specify the nature of the situation, issue, or problem requiring or suggesting action and the degree of flexibility associated with it (e.g., whether immediate action is needed). Be sure to address the inherent ethical issue.

2. Background/Analysis

Outline the current status and relevant history of the action-forcing event. Provide a succinct assessment of essential information about the key issues, principal actors, and primary constituencies (stakeholders) affected by the action-forcing event so that an informed, well-justified, and persuasive decision can be made.

The action-forcing event can sometimes be summarized in a sentence or two, but the background/analysis section can be anywhere from paragraphs to pages long. Ideally this section presents enough evidence that it is conceivable to build a consensus among key stakeholders on a particular action.

3. Policy Option(s)

Summarize options stating the advantages and disadvantages of each possible proposal. If there is only one recommended option, then this section is not necessary and the Recommendations section alone will suffice. Each option should spell out the pros and cons (unless that is provided in the Recommendation section), and should address the corresponding ethical ramifications.

4. Recommendation(s)

Indicate a single recommendation or list options. Identify and summarize the most important benefits and costs of each option, if this was not done in the prior section. Identify likely support, opposition and criticisms of each option from various stakeholders. Explain why your recommendation is the most ethical approach.

5. Decision

____ Approve ____ Approve as amended ____ Reject ____ Discuss further

Page 2 of 2Culture creates customer dissatisfaction?: online nursing assignment help
I need support with this Marketing question so I can learn better.

Prepare in a Word document using APA guidelines for margins and page numbers in header and spacing. Re-write in bold font the questions asked. Follow that with a well developed narrative answering the questions substantively while also providing rationale. Two other references that are APA reputable should also be included along with your text with in-text citations to support your case within the case narrative as appropriate. Include a reference page. (100 points)

It was close to lunch time in Singapore when a long-time customer, Mr. Joe Teng, walked into the offices of Global Voyages and began to raise his voice in anger. He was not in a joyful mood. When employees at the travel agency offered to help, he brushed them aside. He wanted to see the owner to demand his three airline tickets for a flight that night. Mr. Teng had planned to travel to

Australia with his family to plan the wedding of his daughter in Sydney. His daughter, who completed her graduate program in environmental sciences at

Macquarie University, is working in Sydney. She invited her parents to visit and help her with planning her wedding, which would take place in a couple of months. As Mr. Teng rushed past the row of employee desks, heading toward the back of the office, the owner, Mr. Tarun Yadav, walked out of his office to meet him. “I’ve been getting my tickets from you for the past four years, and now you make me lose face with my future

son-in-law. If I can’t leave tonight I will have to postpone the wedding.” Mr. Yadav kept his cool in front of his employees and tried in vain to calm the customer down.

Mr. Teng was in no mood to reason. He wanted his three tickets, and nothing else mattered. The genesis of this service encounter began a few years ago when one of Mr. Teng’s business acquaintances, who was himself a customer of Global Voyages, referred Mr. Teng to the travel agency. Global Voyages is a full-service travel agency that primarily serves the corporate market in Singapore and countries in the AsiaPacific region, including China and India. But through referrals Global Voyages has developed a significant proportion of business in the retail sector over the years with little or no promotion. Global Voyages’ owner, Mr. Yadav, worked for Thomas Cook, a global full-service travel agency, before establishing his own business. He was with them for about ten years in their Kuala Lumpur, Malaysia, office. He was involved with both corporate and retail clients during that time. At Thomas Cook, Mr. Yadav

experienced the peril of retail travel business in the Asian markets and has been deliberate in his attempt to target the corporate marketplace with Global Voyages. As with other businesses in the high-context Asian region, retail referrals are sustained if not sought after. Small- and medium-scale businesses welcome referrals, which provide higher marginal revenues with little effort. Yet many small business owners, like Mr. Yadav, deal with referrals such as Mr. Teng’s with trepidation. The reason is cultural, in that consumers develop the bonds of trust with business owners and thus expect to be served without regard for their own “deficient” payment habits. The situation with Mr. Teng’s dealings with Global Voyages is illustrative of this phenomenon. Consumers expect prompt and high-quality personal service but seem reluctant to make timely payments. For various reasons, consumers expect unsecured credit for services. Seldom do they skip town without paying, but delayed payments affect a business’s cash flow situation. At the same time, in such high-context cultural societies, repeated pleas or threats for payment are frowned upon and most business owners, such as Mr. Yadav, feel uncomfortable doing so anyway. In the past, he’s tried having his employees do this “dirty” job with mixed success. Longtime customers sometimes feel slighted by the approach. Travel business is personal in the region; therefore, a high level of satisfaction among customers is a prerequisite for building loyalty. Meeting or exceeding customer expectations is the name of the game. The travel industry has been battered in recent years on several fronts. The economic downturn across the world, including in southeast Asia, a rise in aviation fuel prices, and competition among the major carriers and the low-cost airlines have had a profound negative effect on the travel business. Add to this the pricing pressure from airline websites, third-party consolidator sites, and meta-search sites such as Kayak.com, and it is easy to understand the scope of the problems that contribute to full-service travel agencies being squeezed. Since travel site switching costs are negligible, younger customers tend to price-shop online and thus are harder for full-service agents to attract. Older travelers, on the other hand, are generally in need of additional help with their travel arrangements and tend to value relationships they’ve cultivated through the years.

They are not very price sensitive and thus patronizing businesses such as Global Voyages provides higher levels of service and satisfaction. But given his earlier experiences with Thomas Cook, Mr. Yadav also feels that some consumers take advantage of this cultural peculiarity in Asia. Both his corporate accounts and retail clients are generally satisfied with his company, and 80% of them are repeat buyers. His own surveys and audits of travel-related blogs and forums confirm his belief that the company is doing well in the satisfaction ratings. He is fond of adding personal touches to his client interactions. For instance, he and his employees call clients once they reach their destinations to make sure they had pleasant trips and reassure them of help if they need it. At the same time, he uses these personal calls to subtly upsell local attractions or other arrangements they might need. Older clients appreciate this level of attention and often refer their friends and family to the business. But he has had enough with a few consumers such as Mr. Teng. He feels that their service expectations of Global Voyages are high, yet their reimbursements for services rendered are protracted beyond reason. Customers’ vision of what they want from businesses is sometimes colored by their unrealistic expectation of the level of service they feel they deserve within a cultural context. Mr. Teng is not likely to delay payments to service providers in Australia, a country he visits often. Other customers also tend to exhibit such behaviors to varying degrees, and Global Voyages has had to resort to intense coaxing to get paid. Legal maneuvers are rarely utilized, since they might backfire in the high-context culture of Singapore. This time, he wants to take a stand, yet not in a manner his customers or employees might find hostile. He needs to set the right tone and be the role model that his employees have come to expect. Mr. Yadav also wants his employees to take a stand in similar situations in the future.

Questions

1. What type of expectation does Mr. Joe Teng have about his ticketing situation?

2. Which of the theories of postconsumption reactions might explain Mr. Teng’s experience? Why?

3. If the customer is likely to mention his dissatisfaction or negative experience with Global Voyages to his friends and acquaintances, what can Mr. Yadav’s business do to combat it?

4. In your opinion, is this a case of customer misbehavior or not? Please justify your answer.

5. Which of the characteristics of relationship quality does Global Voyages exhibit in the case?

6. What would you do if you were the owner of Global Voyages; in other words, how would you deal with the situation?Apply: Statistics Analysis
Help me study for my Statistics class. I’m stuck and don’t understand.

Assignment Content

Resource:
Pastas R Us, Inc. Database
Review the Wk 2 – Apply: Statistical Report assignment.
In preparation for writing your report to senior management next week,
conduct the following descriptive statistics analyses with Excel®. Answer the questions below in your Excel sheet or in a separate Word document:
Insert a new column in the database that corresponds to “Annual Sales.” Annual Sales is the result of multiplying a restaurant’s “SqFt.” by “Sales/SqFt.” Calculate the mean, standard deviation, skew, 5-number summary, and interquartile range (IQR) for each of the variables. Create a box-plot for the “Annual Sales” variable. Does it look symmetric? Would you prefer the IQR instead of the standard deviation to describe this variable’s dispersion? Why? Create a histogram for the “Sales/SqFt” variable. Is the distribution symmetric? If not, what is the skew? Are there any outliers? If so, which one(s)? What is the “SqFt” area of the outlier(s)? Is the outlier(s) smaller or larger than the average restaurant in the database? What can you conclude from this observation? What measure of central tendency is more appropriate to describe “Sales/SqFt”? Why?

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