More compensation information is available than ever before. Click on the website www.salary.com. This site provides pay data on hundreds of jobs in cities all over the United States in many different industries. Identify several jobs of interest to you, such as accountant, financial analyst, product manager, or stockbroker. Select specific cities or use the U.S. national average. Obtain the median, the low and high base wage, and total cash compensation rates for each job. Then consider the following questions:

1. Which jobs are paid more or less? Is this what you would have expected? Why or why not? What factors could explain the differences in the salaries?

2. Do the jobs have different bonuses as a percentage of their base salaries? What could explain these differences?

6. How could you use this information while negotiating your salary in your job after graduation? What data would you provide to support your “asking price”? What factors will influence whether or not you get what you ask for?

9. Look for a description of how these salary data are developed. Do you think it provides enough information? Why or why not? Discuss some of the factors that might impair the accuracy of these data. What are the implications of using inaccurate salary data for individuals or companies?

10. With this information available for free, why would you bother with consultants’ surveys?

11. If you were a manager, how would you justify paying one of your employees either higher or lower than the results shown on this website?

Your responses Must be a minimum of 800 words (in total for all).

Reference these books please if using references.

page 478 of the combined text (or 292 if you are using the compensation text.)

Managing Total Rewards [Custom Textbook] 
McGraw-Hill
ISBN: 9781308430874

1) Martocchio, Joseph, Employee Benefits (5th ed) ISBN: 978-0-07-802948-6 AND

(2) Milkovich, Newman & Gerhart, Compensation (11th or later ed) ISBN:978-007-8029493

Jackson County Judges

Jackson County judges try thousands of cases per year. In an overwhelming majority of the cases disposed, the verdict stands as rendered. However, some cases are appealed, and of those appealed, some of the cases are reversed. Jackie Chan of The Star Tribune conducted a study of cases handled by Jackson County judges over a three-year period. In the Excel file, Judges, linked at the bottom of the page, are the results for the 182,908 cases handled (disposed) by 40 judges in Common Pleas Court, Domestic Relations Court, and Municipal Court.

The purpose of the newspaper’s study was to evaluate the performance of the judges. The newspaper wanted to know which judges were doing a good job and which ones were making too many mistakes. You are to assist in the data analysis by using your knowledge of probability and conditional probability to help with the ranking of each of the judges, as well as each court.

Managerial Report
Prepare a report (see below) with your ranking of the judges based on the probabilities and conditional probabilities, as well as the analysis of each court. Include the following seven (7) items in table format to support your ranking. Be sure to use five (5) decimal places for your probabilities in the table, as some of them will be quite small.

1. The probability of cases being appealed in each of the three different courts.
2. The probability of cases being reversed in each of the three different courts.
3. The probability of cases being reversed given an appeal in each of the three different courts.
4. The probability of a case being appealed for each judge.
5. The probability of a case being reversed for each judge.
6. The probability of reversal, given an appeal for each judge.
7. Rank the judges within each court for each of the probabilities in 4 – 6. In other words, only rank the judges in the Common Pleas court against the other judges in the Common Pleas court. perfrom the same analysis for the other two courts. Then, within each court, find the sum of the ranks and get an overall ranking for each judge. Evaluate and discuss the meaning of your results. Use tables, charts, graphs, or visual dashboards to support your findings.

Write a report that adheres to the Written Assignment Requirements under the heading “Expectations for CSU-Global Written Assignments” found in the CSU-Global Guide to Writing and APA Requirements. As with all written assignments at CSU-Global, you should have in-text citations and a reference page. An example paper is provided in the MTH410 Guide to Writing with Statistics, linked at the bottom of the page.

Your report must contain the following:

• A title page in APA style.
• An introduction that summarizes the problem.
• The body of the paper should answer the questions posed in the problem by communicating the results of your analysis. Include results of calculations, as well as charts and graphs, where appropriate.
• A conclusion paragraph that addresses your findings and what you have determined from the data and your analysis.

Submit your Excel file in addition to your report.

Deliverable Length: Primary Task: 600–800 words

Primary Task Response: Respond to the following scenario with your thoughts, ideas, and comments. Be substantive and clear, and use research to reinforce your ideas.

Now is the time to make a decision about relocating the manufacturing operation to the United States is fast-approaching. AutoEdge, like most companies, uses a strengths, weaknesses, opportunities, and threat (SWOT) analysis to facilitate its decision making.

You have just completed your first monthly activity report for the board when Lester calls.

“Hi,” you say. “I just finished my monthly report for the board. I’ll e-mail it to you when we get done talking.”

“Sounds good,” he says. “I’m calling because we need your expertise again for another facet of our investigation into the manufacturing operation. This time, I want you to conduct a detailed SWOT analysis for AutoEdge, and provide a brief summary of your analysis.”

“I was expecting this,” you say. “Some of the research I’ve done over the past 4 weeks will be useful as I put this analysis together for you.”

“Yes, I thought you were in a good position to do this work,” he says. “Your analysis may be different from other people who have been at the company longer, but your fresh perspective on the components will be helpful in moving the debate forward.”

“That’s a good point,” you say. “I’ll keep that in mind as I go through the information.”

Lessons From Experience: Forecasting With Numbers

Introduction The story that you are about to read is from actual events that occurred in the field. Its purpose is to provide you with a real-world example from a seasoned professional in the business world. Forecasting With Numbers Working in the jewelry industry involves forecasting; that is, forecasting which jewelry pieces will be in demand and then determining how many to order. While working at a jewelry company, one of my tasks was to place orders for various jewelry products for the store. But for me at that time, forecasting meant looking at last year’s orders and then simply copying those numbers. I never gave much thought to why I was ordering what I did; I just did it. As it turned out, my orders were off the mark—not just by a little bit, but by a lot. The store got stuck with a surplus of items that eventually went on clearance for less than what we paid for them, all because I didn’t use a financial model or take into account external factors that could have affected the jewelry items. Today, I implement many financial models and include net present value (NPV) so that I have a better understanding about what I’m ordering, and so I can be more accurate in forecasting. It is important to take away the following from this scenario: • Financial models are crucial when forecasting. • Subjectivity and objectivity are equally important.

Problem-Based Learning (PBL) Scenario: AutoEdge

AutoEdge is a leading national automotive supply company located in Detroit, Michigan. Founded by Jonathan McAlister in 1976, the company specializes in engines and transmission parts and has been supplying products to the three largest U.S.-based automakers for over 30 years. AutoEdge’s name is known by customers and leaders in the automotive industry for quality, dependability, and reliable products. In fact, despite the extra cost that is added to the automobiles, consumers appreciate the AutoEdge brand name and often make purchases because of it.

In 2005, AutoEdge’s board of directors decided that the company needed to make some drastic changes because of the high cost of labor, rigid American regulations, and increased competition from other engine and transmission part suppliers. Their solution was to gradually close all manufacturing operations in Detroit and begin outsourcing to a well-known factory in South Korea. The board reasoned that this change would allow the company to compete with the growing industry, meet the automotive manufacturing demands, and increase company profits. Some board members were skeptical about the move, however, because AutoEdge had built a reputation for high-quality, detailed craftsmanship, and they feared that transitioning the manufacturing operations overseas would cause quality to diminish.

For the next 5 years, this strategy proved successful. The company showed signs of financial growth and company profit.

However, in 2010, the company was found guilty of supplying products that failed quality tests. As a result, millions of automobiles had to be recalled. The recall was highly publicized, and the issue of poor quality products impacted negatively on American automotive companies. AutoEdge’s $51 per-share stock has fallen to $4 per share, and brand acceptance has come under scrutiny among even its most loyal customers. Although some economists blame these negative effects on the products, others believe that it had to do with the termination of AutoEdge’s Chief Executive Officer, Fred McFadden.

Lester Scholl, Chairman of the Board of Directors, has called an emergency meeting to discuss AutoEdge’s short-term and long-term strategies. Among other things, they need to discuss the possibility of continuing production overseas or returning it to the United States. Lester and others on the board are well-known for being financially conservative and risk-averse. Because the American economy is experiencing high unemployment, low interest rates, low GDP, and low inflation, it might be sensible to make the change. To some extent, they believe that these macroeconomic factors can be used to their advantage. They realize the immediate challenges such as the brand damage, the growing competition, and the financial challenges the company is facing require immediate action. A new strategy must be formulated quickly to save the company from bankruptcy.

You have been hired by AutoEdge’s board of directors as a research analyst. Primarily, your job is to list and describe some of the legal, cultural, financial, and economic factors that AutoEdge needs to consider when deciding to either stay in South Korea or return to the United States. Because Fred McFadden was recently terminated, you will work directly with the board until a new CEO is named.

Selling your Vision

There are multiple avenues that managers can use to present their vision of change to the organization. The first step in this process is to identify the target audience that will be addressed. Careful consideration needs to be given to the best path for reaching this particular audience. Managers will face more difficulties in the change process if the vision is presented and the target audience does not respond well. Therefore, careful consideration of how to communicate the vision to the target audience is a necessary first step.

As you review the resources this week, contemplate the following:

How does a manager determine the target audience?

How do managers get other people to sell their vision so that communication snowballs, or goes “viral?” How can social media be used to assist this process?

Note: You do not need to answer these points directly in your Discussion post, since they serve primarily to begin your thinking process. However, you must explain your reasoning as you formulate your formal response.

Now answer the following questions:

• How do you identify the “snakes” within the organization and counteract attempts to sabotage your vision? Describe how you could change “egos” into allies. Which do you think could be most harmful to the process—snakes or egos? Why?
• How will you ensure that individuals who have “bought into your vision of change” effectively and correctly communicate that vision to others?

Be sure to support your work with specific citations from this week’s resources and any additional sources.

References:

Kotter, J. P. (2012). Leading change. Boston, MA: Harvard Business School Press.

Chapter 6, “Communicating the Change Vision”

Kotter, J. P., & Cohen, D. S. (2002). The heart of change. Boston, MA: Harvard Business School Press.

Step 4, “Communicate for Buy-In”