...Joe Quirk notes in his book, It’s Not You It’s Biology, “the wombless and bewombed have evolved different emotions when it comes to protecting their reproductive interests. Female jealousy guards resources. Male jealousy guards wombs” (2006, p. 162). Jealousy is created when a human being believes there is a potential threat to a valuable relationship. It can occur in any relationship, but most notably, romantic ones. Men and women experience jealousy differently because it is believed they faced different reproductive obstacles during early human evolution. Men are more likely to exhibit jealousy in response to sexual infidelity, while women are more likely to exhibit jealousy in response to emotional infidelity. Male sexual infidelity stems from the evolutionary reproductive strategy of having as many mates as possible to increase the chances of passing on genes to the next generation. While this tactic may have elevated the need for multiple mates in early human mating, today’s society has enforced a strict relationship between a man and a woman, known as monogamy. In a study conducted by Jeff Ward and Martin Voracek of the School of Psychology at the Australian National University, it was found that of the 268 participants involved, men (44%) were more likely than women (20%) to select sexual intercourse as the most distressing. Also, men (28%) were more likely to find their partner trying different sexual positions more distressing than were women (5%) (2001, p.168). Of...
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...Ford Motor Company- Pleasing or Unattractive One of the largest American global automakers, Ford Motor Company recently changed its slogan from “Drive One” to now “Go Further”. This new global slogan is replacing its old slogan because the company feels that this innovative slogan captures what the company’s culture always has been doing since it infancy with its founder Henry Ford. The new slogan “Go Further”, resonates how Ford Motor Company as individuals, as a team, and as a company has always gone further for its customers, it dealers, and its communities. But is Ford Motor Company echoing what its slogan is believed to exemplify? Ford Motor Company started in 1903 by Henry Ford, a young man with a passion for and commitment to machinery and engineering at a very young age. Henry Ford’s passion to create a vehicle that was affordable to the common man, started with his first vehicle the Quadricycle, a horseless carriage with a gas-powered engine and then came the first Ford Model A which was massed produced to be affordable to middle-class America. This company grew from its first automotive plant in Detroit, Michigan to plants all over the world. Being a global automaker in today’s modern world, it appears Ford has had its share ups and downs as a global corporate citizen just like its global market competitors. In the next few sections, an analysis of a few facets that aren’t observed quite enough of Ford Motor Company will be observed and perhaps should have some...
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...Assignment Cover Sheet STUDENT DETAILS Name: Brad Hall Student Number: GS715 Trimester: ASSIGNMENT DETAILS Lecturer: Vivienne Buss Unit Title: Managing Finance Assignment Code: ATF1 Assignment Title: Analysis of Financial Statements Due Date: 29 May 2014 Date Submitted: 28 May 2014 Word Count: 3190 DECLARATION I certify that this assignment is entirely my own work except where I have fully documented references to the works of others, and that the material contained in this assignment has not been submitted previously for assessment in any other formal course of study. Check this box to certify your declaration: X ------------------------------------------------- MANAGING FINANCE Analysis of Financial Statements 2014 Prepared for : Vivienne Buss. Subject: Managing Finance. Submitted: 28 May 2014 Prepared by: Bradley Hall GS 715 Executive Summary The subject company of this report is the Burson Group, within this report the user will be provided with an overview of the automotive aftermarket industry in which Burson operates, an analysis of the financial year 2013 performance of the Burson Group and a comparison of this period to the 2012, 2011 and 2010 reporting periods. Additionally comparisons will be drawn to the financial performance of the Coventry Group and ARB Corp, two companies that trade within the same industry. Conclusion will be drawn on the performance and opportunities for the Burson Group. The automotive aftermarket...
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...sold 937 Roadster models in 18 countries around the world. Tesla Motors sell 2 models of car, Tesla Roadster and Teals Model S. Tesla Motors uses proprietary technology, world-class design and state-of-the-art manufacturing processes to create a new generation of highway capable electric vehicles. Operational infrastructure provides them with a competitive advantage compared to traditional automobile manufacturers. b. Past corporate performance indexes Elon Musk worked out a deal with his own wallet to guarantee the buyback value of the Tesla Model S, a minimum of 43% after three years. Tesla motor buys back cars not due production problems, but to occupy used car market. The stock price of the firm is increased rapidly in 2013. In Jan 2013 the stock price is $34 and in Jul 2013, the stock price growth to $129 quickly. And the total volume of the stock is also increased during January to July;. The stock price value is $230 recently.[pic] [pic] c. Strategic posture Tesla motor’s goal is to will help lessen global dependence on petroleum-based transportation and drive down the cost of electric vehicles. By cooperating with other car manufacturers, they hope to put more electric cars on the road. In the future, Tesla motor decided to build a sports car, as that seemed like it had the best chance of being competitive with its gasoline alternatives. For future of the firm is to enlarge the sale volume of the car. In order to achieve the goal, they’re planning to...
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...relative new and fast growing company, Tesla Motors has changed its Board of Directors almost every year from 2004 to 2009. In these 5 five years, the company raised over $200 million by six funding events (see exhibit 1). For each time the company raised capital, Tesla Motors chose a lead investor to be the member of Board of Directors. For example, in 2004, Elon Musk invested $6.3 million out of $7.5 million during Tesla’s first funding event Series A. Therefore, he obtained chairmanship of the board in that year. Then through the following funding events Series B, C and D and E, several investors have become the members of board as well. In 2009, in order to meet the requirements of IPO, Tesla added its first fully independent director Brad Buss. The company also established formal board committees for audit, compensation and nominating and governance as preparation for the impending IPO. In June 2010, Tesla Motors finally went public in an initial public offering at 226.1 million. The IPO was priced at $17 per share. And by now, Tesla’s stock price is $198 per share, which is 11 times of its original stock price. Moreover, Tesla Motors increased its enterprise value to 24.87 billion four years after it went public. Roles and recent challenges of the Board Tesla’s Board of Directors has very defined roles and responsibilities within the company and is able to exercise a...
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...The Sustainability Business Case for General Motors April 22, 2014 Master’s Project for the University of Michigan School of Natural Resources and Environment Team Rose Buss Heather Croteau Steven Davidson Carole Kerrey Janet Van De Winkle Faculty Advisor Professor Thomas Gladwin Abstract The purpose of this report is to evaluate and articulate the business case for sustainability for General Motors Company (GM). After assessing the company’s exposure to risk and opportunities, the team recommends that GM should implement an internal price on carbon and a sustainable supply chain strategy. These recommendations will provide GM with tangible and substantial financial benefit in addition to improved risk mitigation and brand value. Additionally, the team found that these recommendations are viable within GM’s corporate structure and can generate systemic benefits throughout the company. Thank you to our client, David Tulauskas, and our advisor, Professor Thomas Gladwin. Executive Summary 4 Introduction 6 Client GM Corporate Overview 7 Sustainability & General Motors Sustinability & the Auto Industry Green Ranking Systems 14 Competitor Trends 17 About the Project Proposal & Opportunities Scoping 26 22 Contents 11 Research GM Interviews 28 Conferences 31 Corporate Trends & Innovations Regulations & Legislative Activity Recommendations Recommendation Development Carbon Monetization 39 Sustainable Supply Chain Strategy 32 35 36 42 Supporting Statements Support...
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...The Leadership Quarterly 23 (2012) 809–821 Contents lists available at SciVerse ScienceDirect The Leadership Quarterly journal homepage: www.elsevier.com/locate/leaqua Personality predictors of leadership styles and the self–other agreement problem Reinout E. de Vries ⁎ VU University Amsterdam, Department of Social and Organizational Psychology, Van der Boechorststraat 1, 1081 BT, Amsterdam, The Netherlands a r t i c l e i n f o a b s t r a c t Whereas it has been acknowledged that personality plays an important role in leader emergence and effectiveness, most studies have shown weak relations between personality and leadership styles. In this study, it is argued that one of the reasons for this lack of association may lie in the low level of self–other agreement among leaders and subordinates. In this study both leaderand subordinate ratings of leader personality and leadership styles are employed to inspect the relations between HEXACO Honesty–Humility, Extraversion, Agreeableness, and Conscientiousness on the one hand and Ethical, Charismatic, Supportive, and Task-oriented leadership on the other. Using an instrumental variable procedure, strong direct effects of Honesty–Humility on Ethical leadership, Extraversion on Charismatic leadership, Agreeableness on Supportive leadership, and Conscientiousness on Task-oriented leadership were observed. The results imply that the relatively weak relations between personality and leadership styles in previous studies...
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...9-709-424 JULY 1, 2008 MIKOŁAJ JAN PISKORSKI HANNA HAŁABURDA TROY SMITH eHarmony Greg Waldorf, the CEO of eHarmony, was in his car driving down the Interstate 10 Freeway after a day-long meeting with eHarmony’s senior leadership team. The sole purpose of this October 2007 meeting was to decide how the company should address recent competitor actions. After many deliberations, Waldorf’s executive team was able to identify four strategic options. Now, Waldorf and Greg Steiner, the President and COO, who was sitting next to him, were debating which option the company should pursue. As the two whizzed down the car pool lane, passing cars stuck in traffic, they reflected on eHarmony’s success. This online personals site targeted marriage-minded individuals and offered a unique product which combined an extensive relationship questionnaire, a patented matching system and a guided communication system. Despite charging a premium for its services, eHarmony had experienced phenomenal membership growth while its competitors stalled. As a consequence, it was able to increase its paying membership base to slightly less than a half of its largest competitor, even though it entered the market six years after they did. The success of eHarmony did not go unnoticed. From the beginning, competitors had been copying some of the company’s product features and closing the price gap. More recently, Match, eHarmony’s biggest competitor, had increased its advertising expenditures...
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...content 1. Executive summary p. 3 2. General company description p. 5 3. Product and services p. 6 4. Gbuddy procedure description p. 8 5. Market research p. 9 6. Customers p. 10 7. Marketing p. 13 8. Competitor analysis p. 16 9. Positioning p. 19 10. Marketing mix configuration p. 21 * Service strategy p. 21 * Promotional strategy p. 21 * Pricing strategy p. 23 11. Economics p. 24 * Income statements p. 28 12. Legal conditions p. 33 13. General user information p. 34 * Administration fee p. 34 * Cancellation fee p. 34 * Payments and legal conditions p. 34 * Insurance p. 35 * Eligibility p. 35 * Information stored through the platform p. 35 14. Attachments p. 36 Executive Summary Gbuddy was established in December 2013 by Borjan Duhonj who was an international student at UC Berkeley at the time. As a student on a shoestring budget, Duhonj rented a few miles away from campus. Venturing throughout the Bay Area, Duhonj became acquainted with a new mode of transportation, ridesharing, and thus Gbuddy was born. In 2012 a rideshare focused company named Lyft was established in the San Francisco Bay Area. As this is a new market for Norwegian constituents, a rideshare...
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...Improving Students’ Learning With Effective Learning Techniques: Promising Directions From Cognitive and Educational Psychology Many students are being left behind by an educational system that some people believe is in crisis. Improving educational outcomes will require efforts on many fronts, but a central premise of this monograph is that one part of a solution involves helping students to better regulate their learning through the use of effective learning techniques. Fortunately, cognitive and educational psychologists have been developing and evaluating easy-to-use learning techniques that could help students achieve their learning goals. In this monograph, we discuss 10 learning techniques in detail and offer recommendations about their relative utility. We selected techniques that were expected to be relatively easy to use and hence could be adopted by many students. Also, some techniques (e.g., highlighting and rereading) were selected because students report relying heavily on them, which makes it especially important to examine how well they work. The techniques include elaborative interrogation, self-explanation, summarization, highlighting (or underlining), the keyword mnemonic, imagery use for text learning, rereading, practice testing, distributed practice, and interleaved practice. To offer recommendations about the relative utility of these techniques, we evaluated whether their benefits generalize across four categories of variables: learning...
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