Author: admin

Mangroves,

Mangroves, And Mangrove Ecosystems Being Impacted by Climate Change.

Student’s name

Institution

Course

Tutor

Date

Mangroves are coastal trees that grow in salty water. The mangrove tree is an evergreen with several salt-tolerant species found in many parts of the world including South America, Central America, Western Africa, Eastern Africa and Asia. They can be found in oceans as well as landlocked seas such as the Black Sea or Red Sea. The Mangrove ecosystems are a vital part of our planet, providing protection against storms. Rising air and water temperatures could harm these vital ecosystems, making them less resilient and more vulnerable to damage during extreme weather events (Alongi, 2014).

Mangroves are important to the world in many ways. They help protect coastal areas, provide drinking water, and they even help mitigate climate change by absorbing and then storing carbon. Unfortunately, the impacts of climate change are making it harder for Mangroves to survive, which threatens the future of humankind. The impacts of climate change on Mangroves, and Mangrove ecosystems can be quite broad. The first impacts are a result of climate change due to rising temperatures, impacts of ocean acidification, and changes in sea level. The second impact is the natural effect of mangroves moving to higher ground so they won’t be killed by high waters. Finally, the third part is how some ecosystem services can decrease or even go extinct entirely because of climate change like the extinction rate for honeybees and formation rates for coral reefs (Dittmar, 2006).

Another major impact of climate change on Mangroves, and Mangrove ecosystems, is the reduction in tolerance of saltwater to freshwater. This means that the increased salinity can cause Mangroves to die off, and they are unable to provide a range of benefits they have historically given us. There are some ways in which marine organisms adjust though; one way is an increase in symbiotic algae that grow on these dead Mangroves. This enables them to survive both because the algae provide nutrients and shelter for the other organisms living there. Unfortunately, this adaptation does not come without risks for these organisms as well as those that live nearby; high levels of toxins from bioavailable manganese in water, released by decomposing dead Mangroves also pose a risk for surrounding marine life (Wilson, 2017).

In conclusion, a mangrove is any tree or shrub that grows with its roots in the ground but above water (in coastal regions). there are various key Impacts of climate change on Mangroves, and Mangrove ecosystems. These impacts are mainly due to the global rise in sea levels and climate change, which are both having a dramatic effect on these important coastal ecosystems. I encourage you to find out more about how climate change is impacting our planet, and what you can do to help solve this issue before it becomes too late. Mangroves are an essential part of our world’s ecosystem, so it is important that we take these issues seriously and try our best to help. Mangrove conservation may be one of the most important environmental efforts of our time. Mangroves are salt tolerant plants that grow on sheltered mudflats, estuaries and along tidal rivers and streams in tropical regions. They are called halophytes, because they grow at “high” saline levels when most plants cannot cope with this situation.

References

Dittmar, T., Hertkorn, N., Kattner, G., & Lara, R. J. (2006, February 21). Mangroves, a major source of dissolved organic carbon to the oceans. AGU Advancing Earth and Space Science. Retrieved February 22, 2022, from https://agupubs.onlinelibrary.wiley.com/doi/pdfdirect/10.1029/2005GB002570Alongi, D. M. (2014). Carbon cycling and storage in mangrove … – website.whoi.edu. Carbon Cycling and Storage in Mangrove Forests. Retrieved February 21, 2022, from http://website.whoi.edu/gfd/wpcontent/uploads/sites/14/2018/10/Mangroves_Alongi_D _2014_ARMS_268964.pdf Gilman, E. L., Ellison, J., Duke, N. C., & Field, C. (2007, December).

Review threats to mangroves from climate change and … – IUCN.. Retrieved February 22, 2022, from https://www.iucn.org/sites/dev/files/import/downloads/aquatic_botany_mangrove_artic le2008.pdf The Ocean Portal Team Reviewed by Candy Feller. (2018, December 18). Mangroves. Smithsonian Ocean. Retrieved February 22, 2022, from https://ocean.si.edu/oceanlife/plants-algae/mangrovesWilson, R. (2017). Impacts of Climate Change on Mangrove Ecosystems in the Coastal and Marine Environments of Caribbean Small Island Developing States (SIDS). Commonwealth Marine Economies Programme. Retrieved February 21, 2022, from https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_dat a/file/607715/7._Mangroves_combined.pdf

Mangroves (2)

Mangroves

Student’s Name

Date

Institutional Affiliation

Abstract

Mangroves are unique coastal ecosystems distributed almost exclusively in subtropical and tropical regions. Mangroves are important as they sequester more carbon per unit than any other ecosystem and serve to enrich and nurture coastal biodiversity. As such, they play a crucial role in climate change mitigation and contribute to biodiversity conservation. However, in recent years, these ecosystems have been significantly damaged and degraded, thus resulting in the loss of carbon sequestration capacity and the release of blue carbon into the atmosphere, further increasing the levels of carbon emissions into the atmosphere.

Introduction

Mangroves are unique woody plants that occupy the interface between land and sea. As these plants grow in tropical and subtropical regions, they are predominantly found in Southeast Asia, Africa, and South America. Mangroves are especially important as they provide unique ecosystem services such as mitigating climate change. Mangroves sequester more carbon per unit than any other forest ecosystem, thus significantly reducing the amounts of carbon dioxide in the atmosphere (Donato et al., 2011). The carbon sequestered is stored in their soils as blue carbon, creating a unique environment in which specific animal and plant species thrive. Besides mitigating climate change, mangroves also provide environmental regulating services such as land stabilization, coastline protection, and water quality maintenance. In addition to these environmental services, Mangroves also provide cultural and provisional services, thus ensuring populations reliant on this ecosystem have a steady source of resources and income.

Despite their significance, these ecosystems have been slowly degraded through direct and indirect human activities, thus resulting in significant ecosystem damage, loss of habitat for species dependent o this ecosystem, and significant adverse impacts on carbon sink capacity. Deforestation poses the biggest threat to these ecosystems. Over time, forested mangrove regions have been cleared to pave the way for aquaculture and agriculture. Other factors that have significantly degraded these regions include increased human population, local exploitation, uncontrolled coastal development, and gas and oil exploration pollution. Other threats to mangrove ecosystems include climate change and rising sea levels.

This paper aims to highlight the role mangroves play in the carbon cycle and understand how they are being harmed. As previously stated, mangroves are effective carbon sinks as they sequester carbon dioxide and store them in soil sediments and their biomass. This form of stored carbon is known as blue carbon and is beneficial in ecological roles such as transferring nutrients across this unique ecosystem. Besides storing blue carbon, mangroves are also important in the carbon cycle as they export dissolved organic carbon. Therefore, the destruction of mangroves is disadvantageous as it directly affects organic carbon pools and thus negatively affects atmospheric composition. Mangroves are a source of various environmental benefits and services; as such, there is a need for relevant shareholders to come up with laws and practices that better preserve this unique ecosystem.

How Mangroves Are Being Harmed in Different Regions

The highest diversity of mangroves in the world is found in Southeast Asia. This region has approximately 6.1 million hectares of mangroves, accounting for close to 35% of the world’s mangrove vegetation (Suratman, 2008). Despite the extensive diversity of mangroves in Southeast Asia, the greatest threat to Mangrove ecosystems in the region is deforestation. Countries in this region have lost between 20% to 85% of their mangrove cover in the last 70 years. For instance, between 1976 to 1991, Thailand lost 65% of its Mangrove cover to deforestation. Equally, countries such as the Philippines, Brunei, Indonesia, and Malaysia lost significant potions of their Mangrove forests to deforestation (Suratman, 2008). In recent years, the decrease in mangrove forest cover in this region is attributed to increased seaport infrastructure, land development, and the prominence of agricultural activities such as shrimp farming. With added pressure for economic growth in the region, it is estimated that the region will continue to experience a significant reduction of mangrove ecosystems.

Africa has the second-highest cover of mangroves; however, its diversity formation is low. Mangrove ecosystems in the region are prominent in central and west African countries such as Gabon, Cameroon, Congo, and Nigeria. A mangrove area change analysis carried out between 2000 and 2010 found that the average deforestation rate in this region was approximately 1.8% per year. This average represented an individualized loss of 6% to 35% when broken down. For instance, the Republic of Congo experienced a 35% loss of mangrove cover; Cameroon had an 18% loss while Gabon had a 19% loss of mangrove cover (Ajonina, 2014). Also, a study done in Nigeria’s Niger delta found that between 2007 and 2017, the region experienced a 12% loss of mangrove forest cover (Nwobi, 2017). The biggest threat to mangrove ecosystems in the region is deforestation due to oil exploration, expansion of urban areas, increased agricultural activities such as palm plantations, and the over-exploitation of mangrove wood and non-wood products. Moreover, people in this region significantly rely on mangroves as timber and fuel.

In South America, the most extensive mangrove forest cover is in Brazil. Degradation of mangrove forest covers in the region range from moderate to severe, with regions with the highest populations experiencing severe loss of mangrove cover. It is estimated that 40% of people in Brazil live in coastal regions; thus, mangrove degradation in these regions is severe. Moreover, 42% of the country’s population lives in the country’s southeast region; hence, this region experiences significant deforestation fueled by factors such as urbanization, pollution, and infrastructure development (Ferreira, 2016). Other factors that have resulted in the loss of mangrove cover in the region include the prominence of aquaculture activities such as shrimp farming.

How The Carbon Cycle Is Affected

Mangroves are made up of complex structures that enable them to sequester carbon dioxide and store them in their biomass and soil sediments. As such, mangroves store up to 20pg of carbon dioxide, with 75% of this figure stored in the soil while 25% is distributed between their below and above ground biomass (Donato et al., 2011). As such, the destruction and deforestation of this ecosystem will directly affect the carbon cycle since the oxidation of blue carbon will directly result in a significant release of the carbon dioxide stored in soil sediments and biomass (Sippo, 2020). The release of carbon dioxide will not only increase the amounts of greenhouses gases in the atmosphere, but it will also increase the rates of climate change.

Moreover, the destruction of mangroves adversely affects the natural distribution of organic carbon pools. The most vulnerable carbon pools include the soil carbons present at 30cm from the top and the above-ground carbon (Donato et al., 2011). The disruption and release of carbon gases from these natural pools are especially disadvantageous as, with time, it can affect the natural atmospheric composition. Other than the potential for carbon emission, the destruction of mangroves can also result in the loss of above-ground biomass. During their growth, mangroves convert carbon dioxide into biomass; hence, the destruction of mangroves results in the loss of biomass, thus increasing the amount of carbon gases released into the atmosphere.

Conclusion

Mangroves provide various benefits such as environmental, cultural, and provisional services. These services encompass benefits such as mitigation of climate change, land stabilization, coastline protection, and enhancement of water quality, among others. There is a need for relevant shareholders to increase their efforts to protect such a beneficial ecosystem. Moreover, the leading cause of mangrove degradation is direct and indirect human activities; hence, there is a need for laws and practices that protect mangrove forest zones from economic development and urbanization. Lastly, governments and relevant institutions should develop conservation laws that encourage communities reliant on this ecosystem to use its resources sustainably.

References

Ajonina, G., Kairo, J. G., Grimsditch, G., Sembres, T., Chuyong, G., Mibog, D. E., & Marine, K. (2014). Carbon pools and multiple benefits of mangroves in Central Africa: assessment for REDD+.

Donato, D. C., Kauffman, J. B., Murdiyarso, D., Kurnianto, S., Stidham, M., & Kanninen, M. (2011). Mangroves are among the most carbon-rich forests in the tropics. Nature Geoscience, 4(5), 293-297.

Ferreira, A. C., & Lacerda, L. D. (2016). Degradation and conservation of Brazilian mangroves, status, and perspectives. Ocean & Coastal Management, 125, 38-46.

Nwobi, C., Williams, M., & Mitchard, E. T. (2020). Rapid Mangrove Forest Loss and Nipa Palm Expansion in the Niger Delta, 2007–2017. Remote Sensing, 12(14), 2344.

Sippo, J. Z., Sanders, C. J., Santos, I. R., Jeffrey, L. C., Call, M., Harada, Y., & Maher, D. T. (2020). Coastal carbon cycle changes following mangrove loss. Limnology and Oceanography, 65(11), 2642-2656.

Suratman, M. N. (2008). Carbon sequestration potential of mangroves in Southeast Asia In Managing forest ecosystems: The challenge of climate change (pp. 297-315). Springer, Dordrecht.

Figure

Global Distribution of mangrove cover.

Management Forecasting

Management Forecasting

Institutional affiliation

Student’s name

Forecasting is the process is making estimates on sales a business entity expects to achieve over a given period of time. This is a very essential tool in businesses today for both large and small medium enterprises. However, this tool can only be useful to organizations if its accuracy relates to the real situations in the business environment where about 90% of the forecasts are realized. Anything less than 60-70% accuracy in forecasts will not be a good thing for any businesses as this may result in overspending or overproduction by manufacturing companies.(Morlidge & Player, 2010).

Sales forecast allow firms to effectively manage their businesses with very crucial information on the patterns and trends of production throughout the year. Through this, a firm will be able to know how many customers it attracts every year and how many it loses. Firms will also be able to tell which month of the year they experience highest or lowest levels sales in different geographical locations. All these factors above clearly show that businesses should at least have sales forecast if at all they want to realize cost effectiveness in their operations.

A part from the positives of forecasting, it can also be disastrous if not accurately carried out. Wrong information given as a forecast can lead to losses if a company has produced more than what its customers require, or it can lead to shortages in the case of under production. To ensure an accurate forecast, businesses must invest significantly in a sales forecasting system as a vital part of their management systems. This of allow for regular forecasts to be carried out, hence increasing the accuracy level of the whole process. This can intern save the company in terms of running their business. Improving forecasts however does not happen, analysts advice that they be carried out on a monthly basis for about 12 months to give a clear picture of market trends (Zhang, 2004). In the traditional methods, forecasting was not as important because there were just a few companies offering the same products but that however is not applicable in the modern business world due to numerous companies offering similar products.

A MEMO TO THE SALES MANAGER

To: Sales Manager.

From: XXXXXXX

Date: XXXXXX

Subject: Improving on forecast accuracy

Mrs. XXX

I have attached my monthly report to this email just to elaborate on my latest findings. I just realized that over the past few months, it has not been business as usual.

Our sales have sharply dropped in our perceived major markets by a staggering 30%. This has intern put us in a less commanding position against our major competitors which is a big threat to the future of this company. All these happened in spite of the huge investments we’ve made by incorporating sales forecasting as part of our management systems.

We sold only 2000 units in the first quarter which was nearly 2000 units less of the forecasts made in the last quarter. From the initial investigations through interviewing our customers, it’s crystal clear that most of them didn’t buy not because of high costs of our products or difficult economic times, but most of them cited late deliveries as a major reason for opting for other suppliers. This therefore reveals that forecasting was not after all wrong, but our processes also might have led to the drop in sales.

My recommendations to improve on this will be to try and reduce lead times in our manufacturing processes by either increasing the workforce or by training employees to multitask so that we have one individual who can carry out more than one task. We can reduce the lead time purchase of plastic cover from vendor A by first knowing exactly how much of the plastic material we need for what period of time. This will enable us to have a stock that can last for the said period before another purchase is made. The lead time for purchasing steel can also be reduced once we have the accurate details of our market trend. We can source the steel from vendor C that can last us throughout the quarter. This will help us appreciate the benefits of lean manufacturing process where we have enough resources to produce just what we need. We can also introduce overtimes for interested employees so that we have longer working hours, hence meeting customer demands in time.

If all of these are carefully carried out, and our forecasts done in a more consistent manner, then without a doubt we shall realize an upward trend in our sales

Please let me know if you have any further questions

Best regards

XXXX

Senior Sales Associate

A chart showing purchase orders

Materials Start date of purchasing Duration (days) Start of production

Steel 2-Jan 28 26-Jan

Plastic cover 5-Jan 21 27-Jan

Cardboard 5-Jan 28 3-Feb

To get the time when the manufacturing of the widget has to start and end, we must factor in all other lead times from purchase of materials to the actual production of the widget. Therefore, we’ll add the leads times for purchasing the raw materials and the lead time for the production of the widget.

Lead time to purchase raw materials = 4 weeks (28 days)

Lead time for the manufacturing of widget = 1week (7 days)

Lead time for packaging = 1 day

The shipping of the widget takes 3 weeks (21 days)

These sums up to a total of 53 days from the time of purchasing the raw materials to the time the product gets to the customer. The product should reach the customer by 3/31/2011. The time by which the production should start is given by 9- (7+1) = 1. Therefore the date is 3/1/2011.Time by which the production of widgets must end is given by 31-21 = 10. Hence the production of widgets should end by 3/10/2011. The date when the product must be shipped to meet the customer’s due date is given by, 31-21 = 10. Hence the date is 3/10/2011. The approximate date when the raw materials must be ordered is given by, counting 53 days backwards from date 3/31/2011. This leads us to 2/3/2011 as the date when the purchase of raw materials must commence. The date when application cover and packaging must take place to meet the customer’s due date is given by, 31-(21+1) = 9. Hence the date is 3/9/2011.

References

Morlidge, S., & Player, S. (2010). Future ready: How to master business forecasting. Hoboken, N.J: Wiley.

Zhang, G. P. (2004). Neural networks in business forecasting. Hershey, Pa. [u.a.: Idea Group Publ.

Wilson, J. H., & Keating, B. (2009). Business forecasting: With forecastX?. Boston: McGraw-Hill/Irwin.

Management Functions and Styles

Management Functions and Styles

Name

Institution of Affiliation

Course

Date

In every institution, management plays a critical role in ensuring what they are entrusted with runs successfully. The four critical roles tasked to managements include planning, organizing, leading, and controlling (Litvinova, 2020). However, management may have more functions depending on their job description and their execution of work. Henry Fayol was one of the prominent theorists to discover and define functions of management in 1916. In his book, he identified five functions essential for managers to perform their roles daily in their organizations bounded with the 14 principles of management.

Planning is one of the critical roles of management in every sector. Managers must execute plans, develop targets, strategies, and objectives and later look out for implementation to achieve the goals. Planning activities ahead of time to see that the objectives follow the right direction minimizing the chances of deviation and time and resource wastage when everything is communicated prior. Managers minimize many unintended risks. They can look forward and predict various changes likely to affect the end goal and deal with the changes early enough. Effective decision-making also comes in handy when planning is done.

Managers should ensure the workforce combines efforts towards achieving the firms’ goals through the organization in a thorough manner and structure, ensuring that the company’s activities are well adhered. Various hierarchies should be able to work together with their departments without demeaning the subordinates at the organization. Therefore, the most significant task is on managers during training and recruitment to ensure that they hire the right people with sufficient skills and education. The organization facilitates good use of human capital, Division of Labor among the workforce, adequately defined roles, and encourages responsibility through creativity and innovation.

Controlling is interrelated with other management functions. Its efforts heavily rely on the relationship of activities. Their conformity and managers have to ensure progress is made in line with the organizations’ plans and objectives and correct any errors. This ensures that the organization’s workforce is keen while carrying out their activities to ensure little or no room for mistakes. Good use of the resources is upheld, making work easy for managers to track past events in case of need.

Leadership function wholly depends on the manager’s efforts to ensure that the workforce is well guided and their performance is dependable on achieving the organization’s goals. Managers can do leading by giving orders and ensuring no negotiations follow, providing guidelines, offering motivations, and giving room for others to decide which approach they would like in the leadership approach (Kharchenko, 2021). Leading is critical in ensuring maximum efficiency in achieving organizational goals.

Behavior patterns displayed by leaders while carrying out their roles reflect their style of leadership, which emerges from the leader’s personality, experience, belief, and value system. There are four main styles of leadership in organizations. Autocratic leadership involves giving orders to subordinates and commanding obedience without giving room for suggestion and ideas consideration. Democratic leadership gives room for consultation and considers the opinion and contributions of the employees in policy formulation. Free-Rein leadership style allows employees to practice their work with independence with minimum supervision. Paternalistic leadership is a style that sees leaders taking up their roles as paternal and invoking a father figure in their working environment.

Managers can motivate the people around them by energizing, sustaining, and directing their endeavors. Employees, when invigorated, can perform tasks excitedly while putting in the required effort to achieve the organizational targets. Various factors that contribute to motivation include personalities, level of job satisfaction, reward system, and the ultimate goals, to mention a few. Managers are encouraged to try to influence the motivation levels of their employees.

References

Kharchenko, V. (2021). Motivation and Motivation Profiles of the Employees in a Modern Organization. Sociologicheskaja Nauka I Social’naja Praktika, 9(1), 156–171. https://doi.org/10.19181/snsp.2021.9.1.7879

Litvinova, N. N. (2020). Multifaceted CrossRef DOI: Do We Use All Functions? Scholarly Research and Information, 3(2-3), 155–165. https://doi.org/10.24108/2658-3143-2020-3-2-3-155-165

Management information system (MIS)

Management information system

Management information system (MIS) is a term for computer systems in enterprises that give their business operations’ information. It also refers to people managing the systems. Usually, in big corporations the “MIS ” refers to a computer management and expertise system which is centrally-coordinated, it often includes a mainframe system.

Originally, business computers were for computing payrolls and keeping a record of accounts that are receivable and payable. As applications that provided the managers with data on inventories, sales, and other information that would assist in managing an enterprise were developed, the term “MIS” rose describing the applications. Now, the term is broadly used in several contexts and it includes resource, decision support systems and the people management applications, retrieval applications on database, and project management.

Marketing is a way in which corporations relate with consumers creating relationships that benefit both parties. Companies use marketing to recognize their audience before they advertise to them. This is visible nowadays, mostly through the social media contests and interactions. The computer can be very useful in this part as it can record the information required, which might be in that case, sound. The company can also use the computer to broadcast /advertise itself. The computer can be used by clients whenever they need to know something about that company as it will give voice response to questions.

A Management consultant helps an organization to create value, solve issues, capitalize on growth and advance its clients’ business performance. The consultants use their skills of business in providing expertise, objective advice and special skills that the organization might lack. Management consultants are mainly concerned with the structure, management, strategy and an organization’s operations. They identify options for an organization and propose change recommendations, as well as help with resources that would be needed in implementing solutions.

Consultants are found in various services for instance business strategies, marketing, management and financial controls, information technology, human resources, supply-chain management, e-business and operations. There are a number of Consultancy firms; the small firms that offer industry knowledge and those offering specialist expertise skills then there are large firms that offer continuous solutions.

The typical everyday jobs for new consultants, involves:

collecting data and carrying out research to understand an organization;

performing analysis;

Interviewing the management team, employees and other stakeholders of their client.

Facilitating workshops and running focus groups.

Preparing the business presentations /proposals.

The responsibility of senior and more experienced consultants involves:

Identifying an issue and forming suggestions and solutions;

Presenting the findings and the recommendations to the clients;

Implementing the solutions/recommendations and ensuring clients receive the necessary support to carry out all;

Managing the projects and the programs;

managing and leading those in the team, including the analysts;

Liaising with clients to inform them of the development and to make appropriate decisions.

The consultants can find these computers useful in that they can record videos which they can present to their clients. The clients can find the computers useful as both parties can access the data from anywhere. This is because the computers are portable. 

Those working in a team of corporate sales would find their job to be different to someone working in a team of consumer sales. Someone in a team of consumer sales frequently has to sell products in a store by face to face or by phone, and after that, it’s very simple: either the customer accepts an offer or declines sale. In corporate sales though. Corporate sales personnel generally work hard to maintain relationship with a client which is not done on large scale with the consumer sales.

References

AGCAS. (2012)Management consultant: Job description.

http://www.prospects.ac.uk/management_consultant_job_description.htmKoneru. V,(2008). What Is Corporate Sales?

http://www.blurtit.com/q527239.html

Margaret. R.(2007). MIS (management information systems) search data center.

http://searchdatacenter.techtarget.com/definition/MIS

Management Integration

Management Integration

Contents

TOC o “1-3” h z u Site Structure PAGEREF _Toc379623607 h 1Metaphor Exploration PAGEREF _Toc379623608 h 1Organizational metaphors PAGEREF _Toc379623609 h 1Visual metaphors PAGEREF _Toc379623610 h 2Set It in Stone PAGEREF _Toc379623611 h 2Architectural blueprints PAGEREF _Toc379623612 h 2Navigation PAGEREF _Toc379623613 h 2

Site StructureSite structures are significance in that; it helps in defining the navigation system, thus making the designing of the page layouts as well as the templates a snap. Site structure in most cases tends to be the last steps before getting into building of anything. This paper will therefore give a summary or metaphorical about the driving rationale behind the site structure.

Metaphor ExplorationMetaphor Exploration is an exercise that will mainly help in refining a person’s vision regarding the site structure to be implemented. Many good ideas can be drove from this step of the site structure implementation; however those good ideas may be impractical. Presently, different organizations are today exploring various metaphors when determining the site’s structure, this is because, they have found out that, good metaphor helps the users in understanding on how to navigate the site implemented. When implementing or developing the site structure, there are three types of metaphors that are useful for designing the site which include; Organizational metaphors, Functional metaphors and Visual metaphors.

Organizational metaphorsThe organizational metaphors mainly rely on a structure of a group or system that had already been developed. For instance, when an organization is creating a site to sell their products, in this case, the organization metaphor can be a supermarket or an identified market where those products can be logically grouped by their types.

Functional Metaphors

The functional metaphors are significant in that it helps the users in relating different tasks one can do on the site with other tasks another person is able to do in another environment. For instance, most graphic program relies on functional metaphors, therefore, the user can easily copy paste the program on a given computer.

Visual metaphorsThe users can design their music sites that allow them when they want to play songs. Visual metaphors are mainly based on the common familiar graphic elements to people in their cultures. Most metaphors can be gathered by brainstorming ideas. It is therefore necessary for people to make sure that they have chosen a good metaphor for the site structures they want to implement.

Set It in StoneSet it in stone starts by creating a hierarchical map of the site known as the site structure listings. The roots are the major sections to be decided earlier enough when creating listings of the site structure. The site structure listing can be then fitted to the users’ metaphor. The site structure listings should be put into sections such as Section 1, Section 2 and section 3 up to the last section of the site structure (Chatters, 2003).

Architectural blueprintsArchitectural blueprints are the visual representations on how the site structure will look like. It helps the users in showing the elements of the sites and how they have been grouped as well as its relation to one another. A good site structure should be one which links to other pages represented in the blueprints. However it is very significant for the users to distinguish some parts of site that performs transaction from ones generated dynamically. A larger site needs several architectural blueprints of the site (Information Architecture Tutorial, 2004).

NavigationNavigation of the site structure will help the users in giving the directions of getting from one place to another. Navigation gives directions to the user to stop them from getting lost when viewing different pages in the sites. For instance, in the site structure listings, there are sections appearing on the sites that enable the users to quickly jump in those sections. Global navigations should be limited for the site structures so as to link with the site’s homepage.

References

Information Architecture Tutorial – Lesson 4 | Web monkey | Wired.com. (2004). Webmonkey – The Web Developer’s Resource | Wired.com.

Chatters, J. C. (2003). Designing site structure: Washington. London: Central Washington Archaeological Survey, Central Washington University for Seattle District, U.S. Army Corps of Engineers.

Management Issues in Nokia

Management Issues in Nokia

Name

Institution

Management Issues in Nokia

IntroductionNokia is a multinational electronics company that was once leading globally in the manufacture and sale of mobile devices. The firm which had its headquarters in Espoo, Finland, was enjoying a large market share of over 40 percent of the global market (Peltonen, 2019). However, the company’s market share drastically declined, forcing its owners to sell it off to Microsoft in 2013. Poor organizational culture was the main cause of the downfall of Nokia. Specifically, the prevalent culture in the company was reliance on a traditional method of management that was strictly dictatorial and not concerned with cultural diversity among its staff and employees. Subsequently, this study would employ participatory and contingency planning theories to adequately understand the problem which faced Nokia (Alexander, Havercome & Mujtaba, 2015). Also, this report will provide three recommendations that could help Nokia effectively handle the problem and remain competitive.

2.0 Management Issue DiscussionThe main issue identified in Nokia is the poor organizational culture that is marked by reliance on a traditional dictatorship approach of management that does not consider and appreciate cultural diversity in the work environment. Organizational culture includes aspects such as the experiences, the company’s expectations, values that guide the employees, philosophy, and how stakeholders interact in the outside environment and inner workings (Wang & Chen, 2015). Thus, organizational culture is very important because it offers the employees and all the stakeholders a platform that enables them to align the objectives of the company and the individual responsibilities of the employees (Wang & Chen, 2015). A firm without a proper organizational culture cannot remain competitive in the market place and accommodative to its employees. As a critical aspect, appropriate organizational culture has a significant influence on workers of an organization since it could motivate employees, thus making them more productive and efficient (Yuso, Said & Ali, 2016). In the case of Nokia, employees were dissatisfied and demotivated by the dictatorship approach of management. The poor organizational culture characterized by the unsupportive cultural environment in Nokia discourages creativity and innovation, practices that could attract additional benefits to the firm by making its processes more efficient and effective for higher competitiveness. A suitable organizational culture would favor employees from varied cultural backgrounds, considers their requirements and contributions for better performance, and enable workers to adequately understand the vision and mission of their firm (Wang & Chen, 2015).

Consequently, the cultural issue in Nokia is related to planning since organizations should establish suitable roadmaps that stipulates necessary measures and tools for controlling and monitoring their processes and management practices to ensure that they remain favorable to every employee. A suitable organization culture draws lots of benefits to the organization and its workforce. For instance, employees will remain motivated and happy to work in a firm that considers their interests, issues, suggestions and demands (Wang & Chen, 2015). Besides, the satisfied employees are motivated and would probably perform better because of the conducive work environment. Also, such happy and satisfied employees would exhibit low levels of turnover. Satisfied workers will find no reason to quit their organization and join other firms which could fail to offer favorable working conditions. Subsequently, their organization would enjoy high profits due to high productivity of the employees. Still, a business will avoid or drastically minimize the costly recruitment processes while trying to replace employees who quit.

3.0 Critical Discussion

3.1 Participatory Planning: Positive Aspects

Participatory planning has lots of advantages to virtually all stakeholders of a business since it encourages contributions of every interested person. When every interested individual is engaged in decision-making processes, the eventual outcome would probably be satisfying to everyone (McCullum et al. 2004). It is imperative that participatory planning acknowledges and appreciates diversities that exist in different types of people. Subsequently, every stakeholder enjoys a sense of ownership, an aspect that draws benefits that entail the motivation of employees, assumption of responsibility by all stakeholders, and encouragement of every stakeholder to contribute towards the betterment of their entity. Similarly, every stakeholder strives to ensure timely and appropriate responses to varied occurrences as responsible and empowered persons with a sound understanding of their firm’s goal and target objectives (Hassenforder et al. 2016). Eventually, all the stakeholders would be proud owners and originators of every intervention strategy that promote positive growth and development of their organization. Also, participatory planning has high chances of providing sound decisions, promotes creativity and innovation by relying on contributions from several individuals with varying levels of understanding, expertise, experiences and values.

Besides, participatory planning promotes the development of trust among involved people. Consequently, beneficial relationships would prevail in an organization that embraces such type of planning. Moreover, local communities and other engaged parties would be ready and willing to share vital information that facilitates the development of apt solutions to existing gaps and barriers, thus promoting peaceful and profitable coexistence (Hassenforder et al. 2016). Still, employees and other engaged parties would exhibit high performance since their contributions, concerns, and opinions are respected and valued by their firm.

3.2 Participatory Planning: Negative Aspects

Participatory planning consumes lots of time and energy since it endeavors to collect and consider contributions from every stakeholder. The relatively large number of participants who are engaged in participatory planning requires more time to present their opinions, suggestions and other contributions (Archibugi, 2004). Further, some of the engaged parties may generate remote and less useful information that does not support the development of the desired decisions. Thus, a firm would spend much time, which could otherwise have been used to accomplish other essential activities such as the development of products and services.

Moreover, participatory planning promotes the sharing of information, a practice that may result in leakage of sensitive and critical information that malicious individuals could utilize to harm an organization, its processes, or employees (Archibugi, 2004). Some information that should be preserved for top management and other few personnel would spread to several individuals. Hence, an organization may not adequately preserve the security and privacy of its sensitive information.

3.3 Contingency Planning: Positive Aspects

A contingency plan is vital for an organization since it serves as a suitable alternative and backup plan that a firm would adopt when the predetermined processes and operations fail. Accordingly, a contingency plan is a rescue strategy for a firm when anticipated risks emerge. Since a contingency plan offers all details, including actions to be done and individuals who will be engaged, a firm would handle a disaster with more comfort and limited or no instances of panic and confusion (Westergaard, 2008). During emergencies, organizations may not have sufficient time to make sound decisions. Thus, contingency plans are crucial because they are developed and tested on time to ensure they are effective in addressing a disaster. Moreover, a firm would take advantage of new opportunities by developing and embracing an appropriate contingency plan that ensures the allocation of adequate resources for embracing new and better business strategies that may arise. Subsequently, a contingency plan is well-developed and actionable, rendering highly-applicable during instances of crises. Besides, a firm has high chances of emerging successful by embracing an appropriate contingency plan since it (contingency plan) offers detailed procedures of implementing applicable processes. As a result, an organization minimizes damages and avoids bad public image and reputation by establishing a contingency plan that strives to ensure that its operations continue smoothly with the least or no interference from an emergency (Dearnaley, 2014). Also, virtually all stakeholders of a business are reassured of the safety and positive progress of their project despite looming risks.

3.4 Contingency Planning: Negative Aspects

A contingency plan is only applicable when an organization is preparing to handle identified risks only. Since the plan is not suitable for unknown risks, a firm is vulnerable to unforeseen perils. Moreover, contingency planning does not prevent a risk from occurring, but rather endeavors to reduce its (risk’s) impact. Still, contingency planning consumes lots of time, funds, and energy, which could otherwise be used to accomplish other vital processes. A firm would use lots of its resources in planning, training its employees and doing other preparatory activities for an event that I never happen. Further, a firm would spend extra resources and time for constantly updating its contingency plan as the dynamic business environment presents new challenges and threats (De Matta, 2017). Hence, a contingency plan may not prove beneficial since it strives to elaborate and explain how an organization can deal with an anticipated disaster instead of establishing strategies for avoiding such unwanted occurrences.

4.0 Recommendations

As discussed above, Nokia could adequately address the issues facing its management by employing either a participatory or contingency plan. Nokia lags in development and collapses because it embraces an unsuitable form of management that does not acknowledge and appreciate cultural diversities among its staff members. Consequently, the organization relies on an unmotivated and dissatisfied workforce due to its (Nokia’s) unsupportive culture that uses commands to accomplish its operations without considering the needs of its employees and changes in the industry. Conversely, the organization could utilize participatory planning to address the undesired culture. Precisely, the firm should encourage all of its stakeholders, including employees, to contribute towards resolving prevailing and anticipated issues by offering their opinions, suggestions and perceptions according to the participatory theory (Hassenforder et al. 2016). Thus, Nokia could engage its workforce and other stakeholders in developing appropriate solutions for addressing the current crisis while preparing to avoid a similar situation in the future.

On the other hand, Nokia could utilize the contingency planning approach to develop and execute an appropriate strategy for addressing the prevailing management issues (Westergaard, 2008). Since the organization failed to establish a suitable contingency plan, it has no strategy for resolving the current management issues. The firm does not have sufficient time to develop and test a contingency plan before using it to handle the crisis that has occurred. However, the firm could develop suitable strategies for handling similar or other management issues in the future. Therefore, Nokia should adopt a participatory planning strategy to ensure that it effectively addresses the current issue while developing suitable strategies for preventing similar situations in the future.

5.0 Conclusion

This report concludes that Nokia could adequately address its current management issues by adopting a participatory planning strategy that encourages contributions from all stakeholders, including its employees. Moreover, participatory planning is useful in preventing recurrence of such and related issues because it facilitates the development of informed decisions that favor all the engaged parties.

References

Alexander, V., Havercome, C., & Mujtaba, B. G. (2015). Effectively managing employees to get results in a diverse workplace such as American Express. Journal of Business Studies Quarterly, 7(1), 13. Retrieved from https://search.proquest.com/openview/a9cd7938231dc194c962119b2e89615a/1?pq-origsite=gscholar&cbl=1056382

Archibugi, F. (2004). Planning theory: Reconstruction or requiem for planning? European Planning Studies, 12(3), 425-445. Retrieved from http://search.proquest.com.libraryproxy.griffith.edu.au/docview/210454083?accountid=14543De Matta, R. (2017). Contingency planning during the formation of a supply chain. Annals of Operations Research, 257(1-2), 45-75. doi:http://dx.doi.org.libraryproxy.griffith.edu.au/10.1007/s10479-015-2085-0

Dearnaley, P. (2014). Competitive advantage in the new social care marketplace: A new theoretical perspective. Housing, Care, and Support, 17(1), 5-15. doi:http://dx.doi.org.libraryproxy.griffith.edu.au/10.1108/HCS-12-2013-0025

Hassenforder, E., Pittock, J., Barreteau, O., Daniell, K. A., & Ferrand, N. (2016). The MEPPP framework: A framework for monitoring and evaluating participatory planning processes. Environmental Management, 57(1), 79-96. doi:http://dx.doi.org.libraryproxy.griffith.edu.au/10.1007/s00267-015-0599-5

McCullum, C., Pelletier, D., Barr, D., & Wilkins, J. (2002). Use of participatory planning process as a way to build community food security. American Dietetic Association. Journal of the American Dietetic Association, 102(7), 962-7. Retrieved from http://search.proquest.com.libraryproxy.griffith.edu.au/docview/218467213?accountid=14543

Peltonen, T. (2019). Case Study 4: The Collapse of Nokia’s Mobile Phone Business. In Towards Wise Management (pp. 163-188). Palgrave Macmillan, Cham.

Wang, H., & Chen, Z. (2015). Does organizational culture or organizational culture fit really matter?. Piscataway: The Institute of Electrical and Electronics Engineers, Inc. (IEEE). Retrieved from http://search.proquest.com.libraryproxy.griffith.edu.au/docview/1700905379?accountid=14543

Westergaard, J. M. (2008). Contingency planning: Preparation of contingency plans. Zoonoses and Public Health, 55(1), 42-49. doi:http://dx.doi.org.libraryproxy.griffith.edu.au/10.1111/j.1863-2378.2007.01088.x

Yusof, H. S. M., Said, N. S. M., & Ali, S. R. O. (2016). A study of organizational culture and employee motivation in private sector company. Journal of Applied Environment and Biology Sciences, 6(3S), 50-54.

Management Liability Scenario

Management Liability Scenario

Student’s Name

Institutional Affiliation

Course Name and Code

Professor’s Name

Date

Management Liability Scenario

Lori V. Mowers Inc.

A contract is a legal agreement involving two or more private parties that creates statutory requirements for both parties. For a contract to be considered valid it has to meet four specific requirements. These requirements include offer, acceptance, consideration and legality (Davis, 1). It is very obvious that Brian and his two employees are in a valid contract. This is because all the elements of a valid contract are evident. Brian’s company, Mowers Inc., offered to employ the two employees. The employees accepted the offer by agreeing to work for the company. Both the employees and Brian gave a consideration; the employees gave their time and energy while Brian was going to pay the employees for their time and energy. The employees agreed to be legally bound since they signed a waiver of liability contract.

Liability waivers, commonly referred to as release forms, hold harmless agreements, or waivers of liability, are contractual agreements. A stakeholder, such as a client or staff, recognizes risk and consents to release the business from liability for injuries or other losses resulting from inherent risks (Adams, 2). If a staff or client experiences losses or injuries, the limitation of liability protects the firm from having to pay legal penalties. The main benefit of using a liability waiver is that firms can defend themselves against injuries suffered and legal actions connected to operations that are by their very nature dangerous. This degree of defense can protect your image of the business, profits, and avert needless legal battles. A liability waiver has 6 essential parts.

The first part is that there should be an inherent risk which has the possibility of causing harm or damage. In this case the employees of Mowers Inc. were working with mowers to cut grass for their clients (Adams, 2). There was a possibility of the employees getting injured while using the machines. Secondly is the assumption of risk which clearly stipulates that the staff understood the possibility of risk in the work involved. Thirdly there was a release clause which released the company of any legal obligation in the event an employee got injured at work. The fourth part is the indemnification where the employees agree to pay for any legal costs that may result in them filing a law suit against the company in the event of injury at work (Adams, 2). The fifth part is the insurance which states that the company should not cover any damages that may occur at work. The sixth part is the choice of law which caters for the different locations of both the employer and the company to avoid confusion when it comes to law and regulations.

The employees were both trained and there after signed the waiver of liability contract showing that they fully agreed with it. It is therefore evident that the liability waiver contract was valid since Lori was not forced to sign it. As per the contract she was not legible for any compensation for the injury she obtained while mowing. She could also not take the company to court unless she was willing to cater for all the costs incurred by the lawsuit which was very unlikely. As much as Brian had told the employees not to worry and that the company would protect them, it was not reliable since he did not put it in writing. Every valid contract should be in written format (Davis, 1). If it could have been written down it could have overruled the liability waiver.

As much as Lori signed the liability to waiver, she has claim to worker’s compensation as per the law of tort. The law of tort clearly states that a damage or injury should be compensated with no regards if the action that caused the damage or injury was intentional or accidental (White, 3). Lori had been trained on how to use the mower so the employer, Brain did not intend for her to trip in the moist grass and end up being injured. Work compensation laws protect individuals who become injured or disabled in the line of work (Bakhauser et al., 4). In this case, Lori lost a toe and therefore she was clearly injured. Since she cannot sue Mowers Inc., the might as well cater for her hospital bills and give her paid leave as she recovers from home.

Peta V. Ferrari

When a manufacturer or seller is held accountable for putting a faulty item in the possession of a customer, this is referred to as product liability. All retailers of the goods who are involved in the distribution chain are accountable for any product flaw that results in harm. In general, the law demands that an item live up to typical consumer aspirations (Del Riego, 5). An item cannot be claimed to satisfy the typical expectations of the consumer if it has an unforeseen flaw or risk.  Design defect is when there was a risk that could have been foreseen when the item was made as intended and used for its intended uses. The corporation is liable for the design flaw (Del Riego, 5). Manufacturing defects are those that take place when the product was being made or during its assembly and the manufacturer had no intentions for the product have them. Marketing defects occur in the way the product is marketed. For example, it is not well labeled, the instructions are not clear or the safety precautions are not listed.

In this case, Peta did not have a product liability case against Ferrari because the mower was in perfect condition. Ferrari had made it a requirement to replace the sandpaper liner on the mower for traction every three years due to normal wear and tear. Mowers Inc. had done exactly that. The mower was also in perfect condition since it had been used for three years without any flaws whatsoever. The manufacturer clearly had no intentions of using the product to ruin Peta’s roses. The whole incident was an accident which was not planned for. Peta should just accept the loss since she will no longer be participating in the competition. It was not even evident that if she participated in the rose competition she would have won the prize of $10,000. The fact that she was not physically injured was enough.

Sources

Davis, Kevin and Pargendler, Mariana. 2022. Contract Law and Inequality. P 485-541. Retrieved from

https://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=157206054&site=eds-live&scope=site.

Adams, Rusty. 2019. Are Liability Waivers Enforcable? P 11-13.Retrieved from https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=139491791&site=eds-live&scope=site.

White, Edward. 2003. Tort Law in America. Retrieved from

https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=129730&site=eds-live&scope=site.

Burkhauser, Richard et al. 2012. The Importance of Anti-Discrimination and Workers’ Compensation Laws on the Provision of Workplace Accommodations Following the Onset of a Disability. P 161-180. Retrieved from

https://doi.org/10.1177/001979391206500109.

Del Riego, Alissa. 2021. Deconstructing Fallacies in Products Liability Law to Provide a Remedy for Economic Loss. P 387-447. Retrieved from https://doi.org/10.1111/ablj.12185.

Management of Employee Conduct Agency Law

Management of Employee Conduct: Agency Law

Students Name

Institutional Affiliation

Course Name and Code

Professors Name

Date

Management of Employee Conduct: Agency Law

Agency Law

The concept of agency law focuses on the interactions between agents and principals, or situations in which one party has the ability to perform actions on behalf of someone else. Employer-employee, administrator-executor and guardian-ward relationships are a few that are frequently linked to agency law (Hilal & Bryan, 1). A union or a firm may act as both the principal and the agent in contracts that lead to the formation of agency-type relationships. The term “agency” refers to an agreement, either clearly indicated or insinuated, whereby one individual, referred to as the principal, assigns another individual referred to as the agent, with managing a company and carrying out operations on his behalf or in his name. The agent concurs to overseeing the company and provides a record of his activities.

In the said scenario, I am small business owner who decided not to employ staff so as to cut costs. I gave friends the job to act on my behalf at a fee; therefore this is an implied agency law scenario. It is implied because there is no contract of employment yet my friends go around telling people that they work for me. They also wear the business uniform and deal with clients and vendors. In the event that one friend orders too much from a vendor I will be held accountable. This is because my friend works for me and is compensated by me. I am therefore responsible for whatever actions he takes while performing work-related duties since I regulate his working environment and procedures. In this case the scope of employment which includes the workers compensation and all benefits the employee is likely to get is not applied (Bysal, 2). There is no employment contract to adhere to and every action by my friends is liable to me.

At-will Employment

With an at-will contract, an employer is free to terminate a worker at any moment for any reason, aside from those that are illegal, or with no justification at all. Similarly, there are no negative legal repercussions if a worker quits their employment at any moment for any purpose or for no purpose at all. At-will hiring also indicates that staff may modify the conditions of the employment agreement at any time with no warning and no repercussions (Gertz, 3). A boss might change pay, stop providing incentives, or cut paid time off, for instance. In its purest form, the U.S. at-will law exposes workers to discretionary and unexpected termination, a constrained or on-call work plan based on the demands of the boss, and sudden reductions in salary and incentives.

In most cases an employer is allowed to fire an employee for reasons such as the employee took much time off, the employee is not performing well and the employer does not like the employee (Pollack, 4). Other reasons an employer can fire an employee include the employer is having a bad day, the employer thinks the employee talks too much or the employer does not get along with the employee. However, the employer is not supposed to fire an employee for reasons such as reporting sexual harassment, reporting wrong activities for example fraud, taking medical leave, participating in union work, complaining about OSHA violations and filing a claim for unpaid wages (Pollack, 4). An employer is also not allowed to fire an employee because he or she discriminates on their gender, age, religion, race or medical condition.

Discussion: Paul Parsons V. Priester Aviation, LLC.

This case is a direct example of an at-will employment termination. The commercial aircraft firm Priester Aviation employed Paul Parsons as a pilot. In June 2021, Priester assigned Parsons to travel to Thailand. Parsons informed a Priester employee that he thought this journey would be against the rules of the Federal Aviation Administration (5). The next day, before the planned trip, Priester fired Parsons. Parsons claims that Priester’s decision to fire him violated their contract of employment, was an unfair form of retaliation for Parsons’ refusal to engage in criminal activity, and was motivated by unfair dismissal due to age. Parson at the time was 65 years old. Priester claimed to Parsons that the company fired him for boarding an illegal person without the owner’s consent (5). According to Parsons, this individual was on board to assist with cleaning the aircraft, which is the duty of the pilot. Parsons contends that this justification is a ruse because there is no requirement in any Priester policy or statement in its manuals for a pilot to get permission before boarding somebody. Parsons sued Priester for breach of contract, wrongful termination, and age discrimination (5). Priester made a motion to dismiss the charges of contract breach and unfair dismissal arguing that Parsons was not fired for refusing to conduct a crime and that he was also an at-will employee. 

The court ruled in response to the breach of contract allegation, Priester Aviation, LLC’s request to dismiss was granted. However, the wrongful termination claim was denied (5). I agree with the court’s ruling because Parsons should not have been fired. The company should have given him a warning for allowing the person to board without their consent. If Parsons would not have identified the criminal act, the company would probably have not had an issue with the third party on board. It was evident that the company was used to committing the offence and they did not want a whistleblower on their team so they fired Parsons.

Sources

Hilal, Susan and Bryan, Litsey. 2020. Reducing police turnover: Recommendations for the law enforcement agency. P 73-83. Retrieved from https://journals.sagepub.com/doi/pdf/10.1177/1461355719882443Baysal, Ulas. 2018. The Scope of Employment Security Regulations for Workplaces Under Turkish Labor Law. P 245-249. Retrieved from https://dergipark.org.tr/en/download/article-file/615075Gertz, Sally. 2017. At-will employment: Origins, applications, exceptions, and expansions in public service. P 47-74. Retrieved from http://www.untag-smd.ac.id/files/Perpustakaan_Digital_2/PUBLIC%20POLICY%20(Public%20Administration%20and%20public%20policy%20131)%20American%20public%20service%20radical%20refor.pdf#page=80Pollack, Daniel. 2017. Wrongful Termination of Public Human Services Employees. Retrieved from https://repository.yu.edu/bitstream/handle/20.500.12202/4737/art%20APHSA%20Wrongful%20termination%20of%20public%20human%20service%20employees.pdf?sequence=1UNITED STATES DISTRICT COURT FOR THE SOUTHERN DISTRICT OF TEXAS. 2022. PAUL G. PARSONS, Plaintiffs, vs. PRIESTER AVIATION, LLC, Defendants. Retrieved from https://www.govinfo.gov/content/pkg/USCOURTS-txsd-4_22-cv-00105/pdf/USCOURTS-txsd-4_22-cv-00105-0.pdf