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The Directors of Quick Ltd called an AGM. The meeting was scheduled for
December 1, 2020 and the notices were sent out November 17, 2020.

All but one member (Ms. Brown) received the notice and all those who received the notice attended the meeting on December 1. It was discovered that the one member who did not receive the notice, Ms. Brown, had incorrectly given her address as 100 Shady Drive instead of 10 Shady Drive and hence the notice never arrived at her address.

The notice of the meeting had stated that the company was resolving to sell a piece of land valued at $5M. When the members arrived at the meeting, it was found out that the directors were to get a commission of 10% on the sale but this was not stated in the resolution that accompanied the notice. The majority of members voted in favour of the resolution, nonetheless.

Ms. Brown owns some preference shares in Quick Ltd and a meeting of preference shareholders was called to pass a resolution concerning the shares. The quorum for the meeting is five members and the articles provide that the quorum “MUST be present at the commencement of business.”

At the beginning of the meeting, there were seven members but after some heated discussions about the resolution after it was put to the vote, three members were angry and left before the resolution was actually voted on. Out of the remaining four, three voted in favour of the resolution but Ms. Brown voted against it. The resolution was moved forward as passed.

Ms. Brown along with two other members wishto challenge the decision at the AGM and Ms. Brown wishes to challenge the decision at the meeting of preference shareholders and wants to know all the issues that she will have to contend with for each meeting and what would be the likely outcome of the challenge of each meeting, given the Case Law and relevant Statute.

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Jumbo manufactures bicycles for all ages. The demand forecast for the coming three months is 8k, 12k, and 15k, respectively. Capacity is governed by the number of employees it hires. Employees are paid $10 per hour for regular time and $15 per hour for overtime. Each bicycle requires two hours of work from one employee. The plant works 20 days a month and eight hours a day of regular time. Overtime is restricted to a maximum of 20 hours per employee per month. Jumbo recently has 150 employees and decides not to change that number. Each bicycle uses $35 of material. Carrying a bicycle in inventory from one month to the next costs $4. Jumbo starts with 4000 bicycles in inventory and wants the ending inventory three months later to be equal to 4000 bicycles as well. Backordering customer demand is allowed but only for at most one month (i.e., customer demand in each month must be satisfied either in the current month or in the next month). The per unit backorder cost is $8 for one month. Each month, Jumbo can also buy from a subcontractor at a price of $70 per unit.

Formulate the above sales and operations planning problem as an optimization problem by defining the decisions variables, the objective function, and the constraints.

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How can global warming be real when there is so much snow and cold weather? That’s what some people wondered after a couple of massive snowstorms buried Washington, DC, and part of the East Coast. Politicians across the capital made jokes and built igloos as they disputed the existence of climate change. Some concluded the planet simply could not be warming with all the snow on the ground.

These comments frustrated Joseph Romm , a physicist and climate expert with the Center for American Progress. He spent weeks turning data into information and graphs to educate anyone who would listen as to why this reasoning was incorrect. Climate change is all about analyzing data, turning it into information to detect trends. You cannot observe climate change by looking out the window; you have to review decades of weather data with advanced tools to really understand the trends.

Increasingly, we see politicians, economists and newscasters taking tough issues and boiling them down to simplistic arguments over what the data mean, each interpreting the data and spinning the data to support their views and agendas. You need to understand the data and turn them into useful information or else you will not understand when someone is telling the truth and when you are being lied to.

1. How do they turn data into information?

2. As a manager, what do you need to understand when reading or listening to economic and business reports?

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Learn about someone’s cultural background.

Interview a partner about one aspect of his or her cultural background. First, ask your partner which aspect of his or her cultural identity (e.g., race, ethnicity, sex, religion, socioeconomic background, age) he or she feels comfortable discussing. You might ask questions such as the following:

• In what ways do you identify with this characteristic?

• How, if at all, do you think this characteristic distinguishes you from other people?

• How do you feel similar to others who share this characteristic? Within your group, what differences do you observe?

• In what ways does your background infl uence how you communicate with others?

• In a work environment, in what ways have you seen this characteristic contribute to your performance and business relationships?

Next, switch roles, so you can share information about one aspect of your own background.

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