1. PLAYER (id int(PK), fname varchar (30) ,lname varchar(30) ,age int ,position varchar(30) clubid int(FK), clubid is a FK to the PK of the table CLUB. (id, first name, last name,age, position in the id of the club it refers)
2. CLUB( clubid(PK int ), name, titlesno,founded) id of the club, name of the club, number of titles, and year of foundation.

INSERT 4 RECORDS FOR PLAYER AND 3 RECORDS FOR CLUB (YOU CHOOSE)

• Build and run the following queries:
  • Select all the club names that has an average age of players lower than 25 playing in it
  • Select the first name and last name of those players younger than average.
  • select club names with less than 3 players
  • Return first name, last name age and club name of those players elder than 35
  • Modify the table player by adding a column ‘SALARY’ int (NOT optional) and insert the salary of every player . You choose the salaries.
  • Delete all the players older than 50 years old.
  • Create a view that return the names and the year of foundation of those clubs that are more than 100 years old.

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Virtual Team Successes and Stresses

A Case Study

8/8/2016

As widespread as diverse and dispersed teaming is these days, leading a virtual team can be a challenge. This case study offers ideas on making the best of diverse and dispersed team structures.

Virtual teaming, that is, working on teams whose members are not present in the same location, is a fact of our modern, globalized business world. Virtual (or diverse and dispersed) teams are prevalent not only in multinational companies with offices in different countries, but also in academic and non-governmental institutions with bases across the world. In such team structures, members often have to communicate and collaborate with others who could be thousands of miles and many time zones apart.

As widespread as diverse and dispersed teaming is these days, leading a virtual team can be a challenge. Team leaders need to not only account for practical matters such as scheduling across time zones, but also technical issues such as varying rates of connectivity and access to communication platforms. However, one of the biggest factors in creating successful collaboration among diverse and dispersed teams is culture – specifically, tailoring the team’s mission, plans and procedures to the preferences of the different cultures represented on the team.

The following is a case study provided by a Cultural Navigator subject matter expert in diverse and dispersed teaming:

“A virtual team leader named Rebecca, originally from the United States, recently led a virtual project team with members from Japan, Mexico, Germany, Korea and the US. Rebecca was focused on setting the team up for success, and although she deliberately used strategies and tools made available by her company, she learned some valuable lessons along the way.

“Before initiating the project with a kick-off meeting, Rebecca made sure that everyone filled out their Cultural Orientations Indicator (COI) assessment to get to know their own work-style preferences. She then invited all members into a team message board on the Cultural Navigator, and encouraged them to share their profiles to better understand each other’s work-style preferences.

“The team was not able to have a face-to-face kick-off meeting, so during their first virtual meeting, every team member took time to introduce him or herself. The members talked about the different preferences in their team using the non-judgmental vocabulary of the Cultural Orientations Approach. At the end of the call, the team agreed on some ground rules for their upcoming teleconference and then closed the call.

“As the project continued, the team leader noticed that key team members were regularly not sharing their sales pipelines during their calls as agreed upon. Rebecca used humor during their sessions to lighten the mood, thinking some of the team members were nervous. However, she noticed the same people began to skip the calls, and were reluctant to speak when they were in attendance.”

In the above case study, the team leader Rebecca had done her due diligence in preparing the team to accommodate different cultural preferences among its members. But then she hit a snag. What had she done wrong?

The subject matter expert offered this reading of the situation: “In retrospect, Rebecca realized that even though she had set ground rules, she could have had an individual talk with each member before finalizing the team structure and processes. Perhaps in those discussions she would have understood that Woo-jin, her Korean colleague, worked in a strict hierarchical office environment and had to clear most decisions with his direct supervisor before sending anything to her. Woo-jin had hoped his team leader realized he did not have this approval, however Rebecca was not aware of this.

Similarly, the Japanese team member named Kamiko was concerned about the strict data protection laws in Japan, so she did not feel comfortable sharing her sales pipeline information. Kamiko had tried to indirectly convey this limitation to Rebecca, who wasn’t able to understand this message.

As for Rebecca’s use of humor during teleconferences, she did not realize how many cultural references she was using in her jokes, which her colleagues from outside her own culture had little understanding of.”

In essence, while Rebecca began the team’s collaboration with most of the components necessary for success, throughout the project duration, she learned the hard way that cultural mishaps often stall even the best plan.

While cultural due diligence and careful preparation are necessary components of working with a virtual team, the team leader and members need to exercise cultural awareness and cultural competence all along the way.

Though there can be challenges to working in diverse and dispersed teams, they are a fact of modern work life. The good news is that, when managed well, virtual teams can be as effective and productive as their traditional equivalents.

You’re on the Jury : The Case of the Politically Incorrect Sign

Disturbed by the number and variety of signs that individuals were putting up within its borders, a City passed an ordinance prohibiting all signs on private property except in commercial areas for advertising. Sam, a homeowner, pasted a sign on the front door of his house containing an American flag with these words underneath the flag: “Down with the Mayor and the City Council – Our rights are being violated”. He then went door to door in his neighborhood passing out copies of this sign and asking his neighbors to display it as well. Sam was arrested for violating the ordinance.

The Trial

During the trial, a witness for the City described how many signs had appeared in the past on homes and on lawns for commercial home businesses, ruining the appearance of the community. He explained that many other cities and towns had experienced the same problems and that the ordinance was reasonable and the only way to solve the problem. The restriction, he said, was content neutral as it was addressing a societal problem. Sam testified that the sign he had put up was a small one and that other City residents had raised flags on national holidays and put up signs showing their patriotism. None of these residents had been arrested.

The Arguments at Trial

The City’s attorney argued that a city had the authority to regulate signs within its borders to protect the appearance and value of properties. She further argued that the ordinance did not unduly restrict free speech as there were other ways for residents to express their views: radio, television, and the newspapers. Sam’s attorney argued that the regulation violated the freedom of speech provisions of the federal constitution, was too broad, too vague, and was unreasonable. He argued that the City could have limited the ordinance by restricting signs over a certain size and in certain locations. He further argued that it was unreasonable to restrict the expression of opinions except for the use of the media.

Discussion Questions to be Answered

1. Who has the stronger arguments, the City or Sam? Why?
2. What are the laws here that are being applied and is their application proper?
3. If you were the on the jury hearing this case, for whom would you decide? Why?

Need a research article review. The article should come from one of the following journals:

• Journal of Sport Management
• Journal of Sport Behavior
• Journal of Sport Psychology
• Sport Management Review
• Sport Marketing Quarterly
• European Sport Management Quarterly
• International Journal of Sport Management
• International Journal of Sports Marketing and Sponsorship
• International Journal of Sport Management and Marketing
• International Sports Journal
• Journal of Hospitality and Leisure Marketing
• Journal of Issues in Intercollegiate Athletics
• Journal of Legal Aspects of Sport
• Journal of Sports Economics
• Journal of Sport Tourism
• Marquette Sport Law Journal
• Women in Sport and Physical Activity Journal