...HIGH-LEVEL EMPLOYEE INVOLVEMENT AT DELTA AIR LINES Bruce E. Kaufman As described in this unique case study, Delta Air Lines operates one of the most advanced, highlevel employee involvement programs in the nation. Based on in-depth field study and personal interviews, the development, structure, operation, and business goals of the program are described. The study then summarizes the business benefits and costs of this type of high-level employee involvement program and concludes with 12 “lessons learned.” © 2003 Wiley Periodicals, Inc. Employee involvement is not a new idea, as witnessed by William Basset’s 1919 book When the Workmen Help You Manage. Only in the last two decades, however, has employee involvement (EI) taken off, particularly among “high-performance” organizations. Although EI programs are widespread, considerable diversity exists in their breadth, depth, and form. In a study of 313 large companies with EI programs, Lawler, Albers, and Ledford (1992) found that six out of ten had only “low-level” EI programs—based on sharing of information, rewards, power, and training with employees—or programs that relied principally on financial incentives, while only 7% of companies had “high-level” programs. A more recent edition of their study (Lawler, Mohrman, & Benson, 2001) does not provide comparable data, but the relative rarity of high-level EI programs is indicated by the fact that in 1999 only 7% of companies had some form of participation group other than a...
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...Integrating ERP, CRM, Supply Chain Management, and Smart Materials Dimitris N. Chorafas AUERBACH Library of Congress Cataloging-in-Publication Data Chorafas, Dimitris N. Integrating ERP, CRM, supply chain management, and smart materials / Dimitris N. Chorafas. p. cm. Includes bibliographical references and index. ISBN 0-8493-1076-8 (alk. paper) 1. Business logistics. 2. Customer relations. I. Title. HD38.5 .C44 2001 658.5—dc21 2001022227 This book contains information obtained from authentic and highly regarded sources. Reprinted material is quoted with permission, and sources are indicated. A wide variety of references are listed. Reasonable efforts have been made to publish reliable data and information, but the author and the publisher cannot assume responsibility for the validity of all materials or for the consequences of their use. Neither this book nor any part may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, microfilming, and recording, or by any information storage or retrieval system, without prior permission in writing from the publisher. The consent of CRC Press LLC does not extend to copying for general distribution, for promotion, for creating new works, or for resale. Specific permission must be obtained in writing from CRC Press LLC for such copying. Direct all inquiries to CRC Press LLC, 2000 N.W. Corporate Blvd., Boca Raton, Florida 33431. Trademark Notice: Product or corporate names may be trademarks...
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...Introduction: In 1979, Harvard Business Review published “How Competitive Forces Shape Strategy” by a young economist and associate professor, Michael E. Porter. It was his first HBR article, and it started a revolution in the strategy field. In subsequent decades, Porter has brought his signature economic rigor to the study of competitive strategy for corporations, regions, nations, and, more recently, health care and philanthropy. “Porter’s five forces” have shaped a generation of academic research and business practice. With prodding and assistance from Harvard Business School Professor Jan ‘ Rivkin and longtime colleague Joan Magretta, Porter here reaffirms, up-dates, and extends the classic work. He also ad-dresses common misunderstandings, provides practical guidance for users of the framework, and offers a deeper view of its implications for strategy today. In essence, the job of the strategist is to understand and cope with competition. Often, however, managers define competition too narrowly, as if it occurred only among today’s direct competitors. Yet competition for profits goes beyond established industry rivals to include four other competitive forces as well customers, suppliers, potential entrants, and substitute products. The extended rivalry that results from all five forces defines an industry’s structure and shapes the nature of competitive interaction within an industry. As different from one another as industries might appear on the surface, the underlying...
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...IS Success Model in E-Learning Context Based on Students' Perceptions Freeze, Ronald D; Alshare, Khaled A; Lane, Peggy L; Wen, H Joseph. Journal of Information Systems Education21.2 (2010): 173-184. The title captures the objective of the study which is to evaluate the success of the E-learning based on the IS success model. Abstract This study utilized the Information Systems Success (ISS) model in examining e-learning systems success. The study was built on the premise that system quality (SQ) and information quality (IQ) influence system use and user satisfaction, which in turn impact system success. A structural equation model (SEM), using LISREL, was used to test the measurement and structural models using a convenience sample of 674 students at a Midwestern university. The results revealed that both system quality and information quality had significant positive impact on user satisfaction and system use. Additionally, the results showed that user satisfaction, compared to system use, had a stronger impact on system success. Implications for educators and researchers are reported. Keywords: IS Success, E-Learning, User satisfaction, System use, System quality, Information quality 1. INTRODUCTION Both undergraduate and graduate courses are experiencing a migration away from the traditional classroom and toward a greater emphasis for electronic delivery of content (Allen and Seaman, 2008). This trend cuts across all departments and schools in the university...
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...TE AM FL Y Strategic Planning for Information Systems Third Edition JOHN WARD and JOE PEPPARD Cranfield School of Management, Cranfield, Bedfordshire, UK Copyright # 2002 by John Wiley & Sons Ltd, Baffins Lane, Chichester, West Sussex PO19 1UD, England National 01243 779777 International (þ44) 1243 779777 e-mail (for orders and customer service enquiries): cs-books@wiley.co.uk Visit our Home Page on http://www.wiley.co.uk or http://www.wiley.co.uk All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except under the terms of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency, 90 Tottenham Court Road, London, UK W1P 9HE without the permission in writing of the publisher. Other Wiley Editorial Offices John Wiley & Sons, Inc., 605 Third Avenue, New York, NY 10158-0012, USA Wiley-VCH Verlag GmbH, Pappelallee 3, D-69469 Weinheim, Germany John Wiley Australia Ltd, 33 Park Road, Milton, Queensland 4064, Australia John Wiley & Sons (Asia) Pte Ltd, 2 Clementi Loop #02-01. Jin Xing Distripark, Singapore 129809 John Wiley & Sons (Canada) Ltd, 22 Worcester Road, Rexdale, Ontario M9W 1L1, Canada British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library ISBN 0-470-84147-8 Project management by Originator...
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...MCI 0210D MARINE CORPS INSTITUTE TERRORISM AWARENESS FOR MARINES MARINE BARRACKS WASHINGTON, DC UNITED STATES MARINE CORPS MARINE CORPS INSTITUTE 912 CHARLES POOR STREET SE WASHINGTON NAVY YARD DC 20391-5680 IN REPLY REFER TO: 1550 26 Mar 2012 From: Director To: Marine Corps Institute Student Subj: TERRORISM AWARENESS FOR MARINES (0210D) 1. Purpose. The subject course provides instruction on terrorism awareness for all Marines. 2. Scope. This course gives an overview on terrorism and provides guidance to individual Marines on terrorism and its effects. 3. Applicability. This course is designed for the Marine, private through general officer, in all MOSs. 4. Recommendations. Comments and recommendations on the contents of the course are invited and will aid in subsequent course revisions. Please complete the course evaluation questionnaire at the end of the final examination. Return the questionnaire and the examination booklet to your proctor. M. S. REICHENBAUGH By direction (This page intentionally left blank.) Table of Contents Page Contents ............................................................................................................................ i Student Information .......................................................................................................... iii Study Guide ............................................................................................................
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...Preface Let me begin this preface with a confession of a few of my own biases. First, I believe that theory and the models that flow from it should provide the tools to understand, analyze, and solve problems. The test of a model or theory then should not be based on its elegance but on its usefulness in problem solving. Second, there is little in corporate financial theory that is new and revolutionary. The core principles of corporate finance are common sense and have changed little over time. That should not be surprising. Corporate finance is only a few decades old, and people have been running businesses for thousands of years; it would be exceedingly presumptuous of us to believe that they were in the dark until corporate finance theorists came along and told them what to do. To be fair, it is true that corporate financial theory has made advances in taking commonsense principles and providing structure, but these advances have been primarily on the details. The story line in corporate finance has remained remarkably consistent over time. Talking about story lines allows me to set the first theme of this book. This book tells a story, which essentially summarizes the corporate finance view of the world. It classifies all decisions made by any business into three groups—decisions on where to invest the resources or funds that the business has raised, either internally or externally (the investment decision), decisions on where and how to raise funds to finance...
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...111. PI.Is.III111.rsflllll M. Phenomenon Keirsey and Bates's Please Understand Me, first published in 1978, sold nearly 2 million copies in its first 20 years, becoming a perennial best seller ~ll ov~r ~he world. Advertised only by word of mouth, the book became a favo~te tralmng and counseling guide in many institutions-government, church, buslnes.s-and colleges across the nation adopted it as an auxiliary text in a dozen dIfferent departments. Why? Perhaps it was the user-friendly way that Please Understand Me helped people find their personality style. Perhaps it was the simple accuracy of Keirsey's portraits of temperament and character types. Or perhaps it was the book's essential messag~: that members of families and institutions are OK, even though they are fundamentally different from each other, and that they would all do well to appreciate their differences and give up trying to change others into copies of themselves. Now: P"IS' IllIIrstalllll H For the past twenty years Professor Keirsey has continued to investigate personality differences-to refine his theory of the four temperaments and to define the facets of character that distinguish one from another. His findings form the basis of Please Understand Me II, an updated and greatly expanded edition of the book, far more comprehensive and coherent than the original, and yet with much of the same easy accessibility. One major addition is Keirsey's view of how the temperaments differ in the intelligent roles they...
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