Corporate Governance Sample Exam Answered 

Section A. (20 marks in total)
Answer question 1 (10 marks) AND question 2 (10 marks).1. Chart the governance and management structure of a corporate entity with which you are familiar using the circle and triangle schematic. Academic, sporting, or professional bodies could be covered as well as public or private companies. Does the diagram help to depict the potential to exercise power in that organization? (10 marks).

2. Develop a CSR policy statement for any organization with which you are familiar. It could be, for example, for a profit-orientated company, an academic institution, or some other ‘not-for-profit’ enterprise. Develop a set of performance indicators to monitor and measure the organization’s achievements. (10 marks).

Section B. (20 marks in total)
Answer all two questions of the case study (10 marks each).

The Epsilon case Epsilon, a US marketing services company, provided email marketing capabilities to client companies. The Epsilon web site claimed that “we give clients the ability to send more than 15 million dynamic messages in one hour, or more than 40 billion emails a year.” The around 2,500 client companies included JP Morgan Chase bank, Citigroup, Barclaycard USA, McKinsey Quarterly a management journal, Marks and Spencer a retailer, and Marriott International Hotels.

In April 2011, Epsilon’s files were illegally accessed and millions of records potentially stolen. The company claimed that only small proportion of their clients were affected. Moreover, the files were just lists of names and email addresses, and held no personal or financial information. Some commentators suggested that the theft of these lists was hardly catastrophic, since they contained no more information than a telephone book.Some of the client companies, whose lists had been compromised, were not so sure. The files contained their customer data bases. In the hands of fraudsters, fake emails could seek personal information, initiate various scams, and send spam messages that damaged the firm’s reputation. Some companies sent emails warning their customers that their email addresses may have been stolen.

1. Who was at fault here? (10 marks)

2. What might have been done to prevent the potential loss to Epsilon and its clients? (10 marks)

Managing Motivation in a Difficult Economy: Morgan Moe’s Case Study

Morgan-Moe’s drug store are in trouble. A major regional player in the retail industry, the company has hundred of stores in the upper Midwest. Unfortunately, a sharp decline in the region’s manufacturing economy has put management in a serious financial bind. Revenues have been consistently dwindling. Customers spend less, and the stores have had to switch their focus to very low-margin commodities, such as milk and generic drugs, rather than the high-margin impulse buy items that used to be the company’s bread and butter. The firm has had to close quite a few locations, reversing its expansion plans for the first time since it incorporated. Being that this is uncharted territory for the company, Jim Claussen, vice president for human relations, had been struggling with how to address the issue with employees as the company’s fortunes worsened. he could see that employees were becoming more and more disaffected. Their insecurity about their jobs was taking a toll on attitudes. The company downsizing was big news, and employees did not like what they were hearing.

Media reports of Morgan-Moe’s closings have focused on the lack of advance notice or communication from the company’s corporate offices, as well as, lack of severance payments for  departing employees. In the absence of official information, rumors and gossip have spread like wildfire among remaining employees. A few angry blogs developed by laid-off employees, like , have made the morale and public relations picture even worse.

Morgan-Moe is changing in other ways as well. The average age of its workforce is increasing rapidly. A couple of factors have contributed to this shift. First, fewer qualified young people are around because many families have moved south to find jobs. Second, stores have been actively encouraged to hire older workers, such as retirees looking for some supplemental income. Managers are very receptive to these older workers because they are more mature, miss fewer days of work, and do not have child care responsibilities. They are also often more qualified than younger workers because they have more experience, sometimes in the managerial or executive ranks.

These older workers have been a great asset to the company in troubled times, but they are especially likely to leave if things get bad. If these older workers start to leave the company, taking their hard-earned experience with them, it seems likely that Morgan-Moe will sink deeper toward bankruptcy.Required:

When you write, make sure you touch on the following points:

1. Consider the five management systems as variables in an experiment. Identify the independent and dependent variables, and explain how they are related to one another.

2. Based on the discussion of independent and dependent variables in the lecture notes, is there anything else you would like to measure as an outcome? 

3. Look over the data and decide which method of management appears most effective in generating revenues and reducing turnover, and why. Which methods appear least effective, and why?

4. Are there any concerns you have about these data?

a) Does a comparison of the number of stores using each method influence your conclusions at all?

b) Does the fact that managers are selecting the specific program to use (including Program I, which continues the status quo) affect the inferences you can draw about program success?

c) What are the advantages of randomly assigning different conditions to the stores instead of using this self-selection process?5. How does the changing nature of the workforce and the economy, described in your lecture notes and in the case, affect your conclusions about how to manage retail employees? Does the participation of a more experienced workforce help or hurt these programs? Why might these programs work differently in an economy that isn’t doing ins’t doing so poorly. 

6. Claussen essentially designed the program on his own, with very little research into goalsetting and motivation. Based on your lecture notes, how well has he done? Which parts of the program appear to fit well with research evidence on goal-setting? What parts would you change to get more substantial improvements in employee motivation?
7. Describe the feelings employees might have when these systems are implemented that could  help or hinder the program success. What advice would give managers about how to implement the programs so they match the principles of organizational justice described in your lecture notes?

Program Management Case Studies

American Shogun It was in late May 2002 when Jan Vesely, sales manager for Southeast Asia and the Pacific region at International Instruments, Inc., received a call from RisingSun, one of its key accounts in Japan. “They told us that they were interested in our 1001 series monitors if we were able to provide audio capability —a feature that our competitor already had implemented in their product,” Jan said. “Additionally, RisingSun wanted us to deliver the product in 11 months, which was an aggressive time- t o- market goal. Since RisingSun was one of our most important customers, we jumped into action.” International Instruments, Inc. was a global market leader in the field of monitoring systems, and the 1001 series was their main product line of monitors addressing the biggest segment of the overall market.
The audio capability for the 1001 series monitors was previously discussed because, as mentioned, a major competitor had already brought a monitor with audio capability to the market. But Manuel Scriba, the segment manager for the 1001 product line, found the market too small to justify adding the audio feature, but the telephone call from RisingSun changed everything. As recalled by Manuel, “Suddenly the program, named Shogun, would help us to meet our financial, market share, customer relationship, and competitive business goals,” he said. “First and foremost,” he commented, “a new program had to fulfil our business goals. That’s what it is all about— the business goals.”

Case Study 2

Planet Orbits

With $467 million in total budget and 144 months in duration, Planet Orbits is an ambitious program. Its objective is to build a spacecraft with a photometer for identifying the terrestrial planets in the universe. Scientists believe that this program will eventually help them understand the extent of life on the planets and across much of the universe. “It represents, fundamentally, a breakthrough in science that has the potential to change mankind’ s views about his position and place in the universe,” according to Eric Anderson, the Planet Orbits program manager.Next week the Preliminary Design Review (PDR) will be held. The review committee is expected to be tough, and Eric knows from experience that the program has to be in excellent shape in order to be granted approval to move to the next phase of development (from definition to the design phase). Eric believes the program is progressing well technically, but is aware of some interpersonal and human relations issues that may be a concern to the committee. Additionally, Eric is concerned that the latest schedule has some serious disconnects with senior management’s delivery expectations. However, he feels that the program core team can push the team sufficiently hard enough to make up any schedule shortfall that they may encounter during the next few development phases. However, these issues could create barriers for a PDR approval decision.

Case Study 3
ConSoul Software

“Wait a minute!” said Bali Balebi, the Silverbow program manager, while passionately waving his hands. “Do I understand you correctly that senior management is saying that my program must hit the release date, and if that requires dropping the two automation features, it is okay?”
“Yes,” responded Christine Smiley, the PMO director, “you understood me. But please calm down. We need cool heads now.”
Bali continued, “So, first we add the automation features despite the program team telling us that the planned program duration of 21 months would only allow for the 8 original features. Now, we are in the integrate phase three months before we get to deployment, and I’m being asked to drop the automation features because we’ r e a month behind schedule? I’m sorry if I’m having a tough time keeping a cool head, but we can’t do that.”
“They are not asking you, they are directing you to remove the features in order to get back on schedule. The delivery date is crucial,” replied Christine. “Again, please calm down and tell me why we can’t drop the automation features. Give me a logical argument that I can take back to senior management. I can’t just go back to them and say we can’t remove the features because the program manager is passionately against it.”

Early Childhood Education and Care Essay

1.Provide an example of an observation that is valid, representative, significant and relevant. If you do not have access to a centre you will have to create your own.2. Michelle is a 10-month-old infant. This morning Michelle was playing ball with one of the Educators. The ball rolled past Michelle and she was unable to reach out and get it from where she sat. Michelle is not yet able to crawl. However, she attempted to reach forward to grasp the ball but was still too far from it. Michelle leaned forward until she was lying on her belly, which brought her closer to the ball. Still being a little short of it, she pushed off the floor with her feet and boosted herself forward towards the ball. Michelle stretched her left arm forward again and reached the ball, grasping it in her fingertips. She brought the ball to her mouth and smiled. She seemed very proud of herself.

a. List 2 methods how might these behaviours be recorded?

b. What does this description tell you about the possible strengths of Michelle?

c. Why is it a good idea to record such activities?

3. How would you use information and observations to analyse and monitor children’s strengths, interests, relationships and learning in conjunction with the approved framework’s learning outcomes?

4.Devise your own schedule showing how you would plan to gather evidence on a group of eight focus children against Framework Outcomes. How long would it take you to:

a) Gather a range of evidence during both planned and spontaneous experiences

b) Analyse and summarise the evidence, and

c) Gain insight into possible planning experiences for each child

5. Research and provide an example of an organisation’s standards, policies or procedures related to collecting information about children. Please include reference(s).6. Part A) Use your formative and summative assessments to develop a plan with two activities for each of the three children (this is six activities in all). For each child, include:

  • An intentional teaching experience
  • A planned ‘learning through play’ experience

For each of the six activities, your plan should describe:

  • Which type of experience it is (intentional or learning through play)
  • What the planned activity is
  • How you will set up the environment to encourage participation and learning
  • How you will ensure the children are comfortable by creating a safe and non-threatening space
  • An outcome, goal and objective for the activity
  • Modelling that is planned as part of the activity
  • The materials and resources needed.

Use a table similar to the template shown on page 84 of your E-book or the service’s template.

7. Answer the following questions

Describe three methods for ensuring that information shared with families is kept private.

Each organisation must obey the privacy act 1988 by following methods

Not revealing child family and social-economic background

Not revealing child medical health and issues

Treating every children same

Not to reveal any information out of the organisation.

8. Use the information from the mapping matrix below to determine how you will purposefully plan and apply intentional teaching principles and modelling to aid Sameer’s development. Complete the last section in the table i.e. How we will develop Sameer’s learning and development?

Tesla’s Entry into the U.S. Auto Industry

In March 2016, CEO Elon Musk unveiled the company’s latest electric car, the Model 3, in front of an audience of 800 Tesla owners and fans. Musk enthusiastically explained how Tesla’s earlier electric vehicles (EVs) – the Roadster, Models S and X – had paved the way for the company to design and manufacture an EV “for the masses.” The baseline $35,000 Model 3 could accelerate from 0 to 60 miles per hour in six seconds, and its 75-kilowatt hour (kWh) battery had a range of 220 miles (the range increased to 310 miles with a long-range battery option). Deliveries of the car would begin at the end of 2017. Musk boasted to the audience that the company had already secured 115,000 pre-ordered cars at $1,000 per car (a number that would grow to 500,000 pre-orders by 2018).By August 2018, Musk’s enthusiasm had turned to misery, laid bare in a New York Times article entitled “Elon Musk Details ‘Excruciating’ Personal Toll of Tesla Turmoil.”2 Working up to 120 hours a week and sleeping on the factory floor, Musk was closely supervising the production of the Model 3. He described Tesla as being in a state of “production hell.” The company had paused production in late February and again in April to work out bottlenecks in its highly automated factory, staffed with over 1,000 robots.

During a call with equity analysts in May 2018, Musk’s misery was palpable. He became testy, characterizing a question about the company’s capital requirements as “boring.”4 But it was a legitimate question. In the second quarter of 2018, the company recorded a net loss of $743 million on revenue of $4 billion. Analysts estimated that the company needed to produce at least 5,000 units a week to turn a profit in 2018.5 Some wondered whether Tesla would run out of cash by the end of the year.6 (See the Tesla Financials tab in the Tesla case workbook for additional financial data.)Required:

A complete business case analysis similar to the cases discussed in class (case description, list of issues, ethical issues, possible solutions, between 1500-2500 words.
Include Ethical Issue as and ethical solutions for ethical issues in Business based on this article.
Include anthropological, relativistic, egoistic, utilitarian and “theory of virtues” point of view.

Consider the HO Model of a Country

1. (30 points) Consider the HO model of a country, which produces cars and fish, using capital and labor. Suppose
that at current prices a car is produced using 8 hours of labor and 12 units of capital, and fish is produced using 2
hours of labor and 1 unit of capital.(a) If the economy’s total resources are 80 hours of labor and 100 units of capital, what is employment and output
in each industry? (Hint. Use the box diagram)
(b) Now suppose that the labor supply falls to 76 hours. Answer question (a) in this case. Show that your answers
in (a) and this part confirm the Rybczynski theorem. Show the change in the box diagram.

2. (30 points) Consider the specific factor model of a country, which produces 2 goods, apples and TVs. Assume
that land (denoted by T) is specific to apples and T = 300, capital (denoted by K) is specific to TVs and K = 800,
and labor (denoted by L) is free to move between the two industries, with L = 1000. When this country is engaged
in free trade, the prices are $500 per TV and $600 per unit of apples (1 unit = 1 ton). The production functions in
two industries are:
QTV = 10(L)0.5(K)0.5
QA = 20(L)0.7(T)0.3
(a) Calculate the equilibrium factor prices and employment levels and outputs in each industry.
(b) Calculate the values from part (a) for the case when due to emigration the number of workers falls to L = 800.
Given your answer, what can you tell about the Rybczynski theorem in this setting?3. (40 points) “A 10% increase in productivity of workers at Home (that is, in any production relationship, any
given output can be produced with 10% less labor than was needed before) is equivalent to a 10% increase in labor
force at Home.” Discuss whether this statement is true or false in the context of:
(a) A Ricardian 2-good model of a small open economy that is completely specialized under free and frictionless trade.
(b) The specific factor model with labor mobile between sectors and other factors permanently dedicated to their current sectors.
In each case do not forget to describe the implications of this change for the country’s prod uction, trade, and real factor prices.