...Fastenberg Jan 28th 2013 9:43AM Updated Jan 28th 2013 11:00AM The massacre at the Sandy Hook elementary school reinvigorated the dormant debate over gun control and how best to stop the gun violence in schools. Now, new research suggests that violence in the workplace also has jumped dramatically, with workplace killings up 50 percent in the past year alone. That would make 2012 the "worst year in about 20 years" for workplace homicides, according to Dr. Larry Barton, president of the Bryn Mawr, Pa.-based American College, an expert in crisis management and violence in corporate America. In a previous interview with AOL Jobs, Barton said that his statistics are based on data he collects from his clients, which includes a roster of 40 Fortune 500 companies. "Up until 2011, we had an average of two people killed at work every workday, so you could average it out to about 10 a week," Barton told the Houston-based Cypress Creek Mirror. The 50 percent increase in workplace homicides in 2012 is "stunning," Barton noted. More: Sign Up For AOL Jobs' Newsletter...
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...national security crises; nowhere do we invest in the president greater resources of command. Although in the past half century presidents have surrounded themselves with a vast national security apparatus, consisting of intelligence agencies and the National Security Council, it is not at all clear that presidents have been effective as crisis managers. They often lack crucial information, use incomplete or misleading analogies to understand crisis situations, find it difficult to micromanage events, and are unable to project force effectively. Even when they are successful, it is often in spite of, rather than because of, the resources of the institutionalized presidency at their disposal. The Cuban Missile Crisis of 1962 provides a case study of how John F. Kennedy and Nikita Khrushchev almost blundered into a nuclear war through the crisis management approaches of their advisory systems, but then managed to extricate themselves using personal diplomacy and old-fashioned political horsetrading. They did so without revealing to the world how they had defused the crisis, a decision to maintain confidentiality with far reaching consequences for subsequent presidential crisis decision making. The illusion that presidential crisis management can compel an adversary to submit and that a nuclear crisis can be successfully managed left Kennedy's successors with impossible burdens of public expectations. The United States and the Soviet Union were on the brink of nuclear war between...
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...B120 An Introduction to Business Studies Assignment Booklet Contents 1 Introduction 3 1.1 How to pass B120 3 1.2 The purpose of assignments in B120 1.3 What tutors are looking for in the assignments 3 4 1.4 Word processing 4 1.5 Word limits 1.6 Referencing 5 7 1.7 Plagiarism – what it is and how to avoid it 1.8 Completing and sending in your assignments 7 8 1.9 The structure of each assignment 2 TMA 01 11 13 2.1 About TMA 01 13 2.2 The TMA 13 2.3 Guidance notes for TMA 01 Part I 2.4 TMA 01 Part II 16 17 3 TMA 02 18 3.1 About TMA 02 18 3.2 TMA 02 Part I 18 3.3 Guidance notes for TMA 02 Part I 20 4 TMA 03 22 4.1 About TMA 03 4.2 TMA 03 Part I 22 22 Guidance notes for TMA 03 Part 1 27 TMA 03 Part II 27 5 TMA 04 29 5.1 About TMA 04 5.2 TMA 04 Part I 29 29 5.3 Guidance notes for TMA 04 Part I 32 5.4 TMA 04 Part II 33 6 End-of-module assessment (EMA) 34 6.1 About the EMA 34 6.2 The EMA 6.3 Guidance notes for the EMA 34 34 7 Conclusion 35 1 Introduction 1 Introduction B120 An Introduction to Business Studies is assessed through five assignments: four tutor marked assignments (TMAs) and one end-of-module assessment (EMA). There is no examination. Each assignment is based on one of the five books in B120 although the EMA reviews...
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...Inge G. Thulin Chairman of the Board, President and Chief Executive Officer 9MAR200510093546 March 25, 2015 Dear Stockholder: We are pleased to invite you to attend 3M’s Annual Meeting of Stockholders, which will be held on Tuesday, May 12, 2015, at 10:00 a.m., Central Daylight Time at a new location at the Palmer Events Center, 900 Barton Springs Road, Austin, Texas 78704. Our Electronics and Energy Business Group is headquartered in Austin, Texas and we are excited about having our Annual Meeting in Austin for the second time. We will also provide a live webcast of the meeting. Details regarding admission to the meeting and the business to be conducted are provided in the accompanying Notice of Annual Meeting and Proxy Statement. We will report on Company operations and discuss our future plans. There will also be time for your questions and comments. We sincerely hope you will be able to join us at the Annual Meeting. The fine attendance of our stockholders at annual meetings over the years has been very helpful in maintaining good communication. For information on how to attend the Annual Meeting, or listen to the live webcast, please read ‘‘Annual Meeting Admission’’ on page 1 of the accompanying Proxy Statement. Your vote is important. Whether or not you plan to attend the Annual Meeting, please vote as soon as possible. You may vote your proxy on the Internet, by telephone, or, if this Proxy Statement was mailed to you, by completing and mailing...
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...purpose of this paper is to examine the business case for ethnic diversity in the British National Health Service (NHS). It seeks to contextualise issues around diversity within the current political environment, and identify the barriers to diversity in the NHS. The business case has been very strongly argued as justification for introducing both managing diversity and equal opportunity initiatives - here the paper examines the inconsistencies of using that argument, and maintains that the only justification worth presenting is that based on (deontological) moral arguments. Design/methodology/approach - The paper is conceptual in nature exploring the respective cases for diversity using a broad range of the available literature brought together as part of a rapid evidence assessment. It does so in order to make some far-reaching claims about the future justifications for active diversification of senior management in key public sector institutions. Findings - The distinctions between the business and moral cases are false, in that both have ethical reference points. However, the business case is not only difficult to translate to public sector institutions; there are also evidential problems with its adoption. In light of this the conclusion here is that the moral (deontological) case is the only one that has any long term value for proponents of diversity. Originality/value - The value of this paper is that it examines the confusion that surrounds different cases for advancing...
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...Theodore H. Poister Obed Q. Pasha Georgia State University Lauren Hamilton Edwards Sam Houston State University Does Performance Management Lead to Better Outcomes? Evidence from the U.S. Public Transit Industry Although performance management processes are widely assumed to be beneficial in improving organizational performance in the public sector, there is insufficient empirical evidence to back this claim. In this article, the authors examine the impact of performance management practices on organizational effectiveness in a particular segment of the public transit industry in the United States. The analysis utilizes original survey data on performance management practices comprising both strategy formulation and performance measurement in 88 small and medium-sized local transit agencies in conjunction with comparative outcome data drawn from the National Transit Database maintained by the Federal Transit Administration. The results provide evidence that more extensive use of performance management practices does in fact contribute to increased effectiveness in this segment of the transit industry. O ver the past 20 years, some of the biggest questions of public management have revolved around performance management, the process of establishing goals for an agency or program, and then using performance information to help manage effectively so as to achieve those goals (Behn 1995; Moynihan and Landuyt 2009; Moynihan and Pandey 2010). In the public sector, performance...
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...MAKING ENTERPRISE RISK MANAGEMENT PAY OFF Thomas L. Barton William G. Shenkir Paul L. Walker Prentice Hall PTR One Lake Street Upper Saddle River, NJ 07458 www.phptr.com Editorial/Production Supervision: KATHLEEN M. CAREN Executive Editor: JIM BOYD Marketing Manager: BRYAN GAMBREL Manufacturing Manager: MAURA ZALDIVAR Cover Design: TALAR BOORUJY ©2002 Financial Executives Research Foundation, Inc. Published by Financial Times/Prentice Hall PTR Pearson Education, Inc. Upper Saddle River, NJ 07458 Prentice Hall books are widely used by corporations and government agencies for training, marketing, and resale. The publisher offers discounts on this book when ordered in bulk quantities. For more information, contact: Corporate Sales Department, Phone: 800-382-3419; Fax: 201-236-7141; E-mail: corpsales@prenhall.com; or write: Prentice Hall PTR, Corp. Sales Dept., One Lake Street, Upper Saddle River, NJ 07458. All rights reserved. No part of this book may be reproduced, in any form or by any means, without permission in writing from the publisher. Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 ISBN 0-13-008754-8 Pearson Education LTD. Pearson Education Australia PTY, Limited Pearson Education Singapore, Pte. Ltd. Pearson Education North Asia Ltd. Pearson Education Canada, Ltd. Pearson Educación de Mexico, S.A. de C.V. Pearson Education—Japan Pearson Education Malaysia, Pte. Ltd. Pearson Education, Upper Saddle River, New Jersey A D V I S O R Y C O...
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...NBER WORKING PAPER SERIES HUMAN RESOURCE MANAGEMENT AND PRODUCTIVITY Nicholas Bloom John Van Reenen Working Paper 16019 http://www.nber.org/papers/w16019 NATIONAL BUREAU OF ECONOMIC RESEARCH 1050 Massachusetts Avenue Cambridge, MA 02138 May 2010 This paper has been prepared for a chapter in the Handbook of Labor Economics Volume IV edited by David Card and Orley Ashenfelter. We would like to thank the Economic and Social Research Council for their financial support through the Center for Economic Performance. This survey draws substantially on joint work with Daron Acemoglu, Philippe Aghion, Eve Caroli, Luis Garicano, Christos Genakos, Claire Lelarge, Ralf Martin, Raffaella Sadun and Fabrizio Zilibotti. We would like to thank Orley Ashenfelter, Oriana Bandiera, Alex Bryson, David Card, Edward Lazear, Paul Oyer, John Roberts, Kathy Shaw and participants in conferences in Berkeley and the LSE for helpful comments. The views expressed herein are those of the authors and do not necessarily reflect the views of the National Bureau of Economic Research. © 2010 by Nicholas Bloom and John Van Reenen. All rights reserved. Short sections of text, not to exceed two paragraphs, may be quoted without explicit permission provided that full credit, including © notice, is given to the source. Human Resource Management and Productivity Nicholas Bloom and John Van Reenen NBER Working Paper No. 16019 May 2010 JEL No. L2,M2,O32,O33 ABSTRACT In this handbook of labor economics chapter...
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...The Colonial Legacy in African Management: West Africa (1950s to 1970s) and South Africa (1990-2000s) Stephanie Decker sdecker@hbs.edu Abstract The colonial legacy in Africa has determined the development of management on the continent, as the comparison between the historical case of Africanisation in Ghana and Nigeria in the 1950s, 1960s and 1970s with South Africa in the 1990s and 2000s highlights. Despite the fact that Ghana and Nigeria were not settler colonies, when white managers were replaced with blacks (who previously only occupied subordinate positions in the colonial or Apartheid systems), most companies in Africa faced similar problems. In the quest for legitimacy in the eyes of local elites and the international community companies were tempted to resort to ineffectual window-dressing, or failed to develop the talent of black staff who face disapproval not only from white but also from less successful black colleagues. In case of successful promotion of black managers, skilled white personnel was often driven away by the lack of opportunities, while capable black staff was frequently poached with better offers by competitors. The creation of a black elite with significantly higher income than the majority population was also frequently divisive and undermined corporate social responsibility claims. Keywords: Black Economic Empowerment, Affirmative Action, Africanisation, South Africa, Ghana, Nigeria Black Economic Empowerment (BEE) and Employment Equity in South...
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...I I HAVE noticed that when someone asks for you on the telephone and, finding you out, leaves a message begging you to call him up the moment you come in, and it’s important, the matter is more often important to him than to you. When it comes to making you a present or doing you a favour most people are able to hold their impatience within reasonable bounds. So when I got back to my lodgings with just enough time to have a drink, a cigarette, and to read my paper before dressing for dinner, and was told by Miss Fellows, my landlady, that Mr. Alroy Kear wished me to ring him up at once, I felt that I could safely ignore his request. “Is that the writer?” she asked me. “It is.” She gave the telephone a friendly glance. “Shall I get him?” “No, thank you.” “What shall I say if he rings again?” “Ask him to leave a message.” “Very good, sir.” She pursed her lips. She took the empty siphon, swept the room with a look to see that it was tidy, and went out. Miss Fellows was a great novel reader. I was sure that she had read all Roy’s books. Her disapproval of my casualness suggested that she had read them with admiration. When I got home again, I found a note in her bold, legible writing on the sideboard. Mr. Kear rang up twice. Can you lunch with him to-morrow? If not what day will suit you? I raised my eyebrows. I had not seen Roy for three months and then only for a few minutes at a party; he had been very friendly, he always was, and when we separated he had expressed...
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...Managing Knowledge for Innovation: The Role of Cooperation, Competition, and Alliance Nationality Haisu Zhang, Chengli Shu, Xu Jiang, and Alan J. Malter ABSTRACT Strategic alliances play a critical role in global innovation. Firms can overcome resource constraints and achieve superior innovative performance not only by using internal resources but also by acquiring knowledge-based capabilities from alliance partners. In this study, the authors investigate how knowledge acquired from alliance partners affects organizational knowledge creation, which in turn leads to innovative performance. The authors propose that the knowledge–innovation relationship is stronger in international alliances than domestic alliances. The results from a survey of 127 German firms engaged in strategic alliances confirm that knowledge creation mediates the effect of knowledge acquisition on innovative performance and that international alliances strengthen the effect of knowledge creation on innovative performance. In addition, the authors find that interfirm cooperation and competition coexist in strategic alliances and that both factors increase knowledge acquisition, though from different motivational bases. Keywords: innovation, strategic alliance, knowledge management, cooperation, competition A lliances are a central element of most company business models (Kaplan, Norton, and Rugelsjoen 2010). The logic of working with a strategic partner is especially compelling in increasingly competitive...
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...Ch 3 Strategy 06.08.02 version 2.doc 06.08.02 Chapter 3. Strategy1 By Marylynn Placet and Kristi M. Branch The word “strategy” has been in use since Sun Tzu wrote the Art of War in the fourth century B.C. (Sun Tzu 1971). Sun Tzu wrote, of course, about military strategy. The literature on corporate strategy, which emerged in the 1950s and 1960s (Chandler 1962; Ansoff 1965; Learned et al. 1965) is vast and continues to grow at an astonishing rate. Strategic management – the way in which a firm identifies its strategic direction and aligns its operational processes to its strategy – has become an academic discipline in its own right, like marketing and finance (Mintzberg et al. 1998:18; Rumelt et al. 1994:15). In essence, strategy has to do with understanding where an organization will go in the future and how it will get there. Most academicians and corporate managers believe strategy affects the overall welfare of the corporation, and strategy making is an important activity, though a few believe firms are better off without a strategy (see Inkpen and Choudhury 1995). Many who believe strategy is important, however, find fault with the ability of formalized strategic planning processes to deal adequately with the pace of change facing organizations in today’s environment. The disruptive changes created by revolutionary technologies (including communication and information processing technologies), globalization, and new business methods can turn an organization’s...
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...Handbook carefully and fully understand its contents before signing the Contract with the Commonwealth of Australia. The handbook is provided to answer any questions you may have about your scholarship. Please also read the other information in your pre-departure pack and follow the instructions carefully. For further assistance, please contact DFAT at scholarships@dfat.gov.au This work is copyright. Apart from any use as permitted under the Copyrights Act 1968, no part may be reproduced by any process without prior written permission from the Commonwealth. Requests and inquiries concerning reproduction and rights should be addressed to the Commonwealth Copyright Administration, Attorney-General’s Department, Robert Garran Offices, National Circuit, Barton ACT 2600 or posted at www.ag.gov.au ISBN 1 920861 77 7 Internet: www.dfat.gov.au Contents Australia Awards Scholarship Cycle vii GLOSSARY OF TERMS AND ACRONYMS 8 1. Australia Awards 11 1.1. Australia Awards Scholarships 12 1.2. How to use this scholarships policy handbook 12 1.3. Management responsibilities 14 2. Applying for an Australia Awards Scholarship 17 2.1. Eligibility criteria 17 2.2. Country and regional profiles 18 2.3. English language requirements 18 2.4. Finding an appropriate course and institution 20 2.5. Types of courses available to applicants 20 2.6. Types of courses for which Australia Awards Scholarships are not available 22 2.7. Application process...
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...Journal of Economic Perspectives—Volume 17, Number 2—Spring 2003—Pages 3–26 The Fall of Enron Paul M. Healy and Krishna G. Palepu F rom the start of the 1990s until year-end 1998, Enron’s stock rose by 311 percent, only modestly higher than the rate of growth in the Standard & Poor’s 500. But then the stock soared. It increased by 56 percent in 1999 and a further 87 percent in 2000, compared to a 20 percent increase and a 10 percent decline for the index during the same years. By December 31, 2000, Enron’s stock was priced at $83.13, and its market capitalization exceeded $60 billion, 70 times earnings and six times book value, an indication of the stock market’s high expectations about its future prospects. Enron was rated the most innovative large company in America in Fortune magazine’s survey of Most Admired Companies. Yet within a year, Enron’s image was in tatters and its stock price had plummeted nearly to zero. Exhibit 1 lists some of the critical events for Enron between August and December 2001—a saga of document shredding, restatements of earnings, regulatory investigations, a failed merger and the company filing for bankruptcy. We will assess how governance and incentive problems contributed to Enron’s rise and fall. A well-functioning capital market creates appropriate linkages of information, incentives and governance between managers and investors. This process is supposed to be carried out through a network of intermediaries that include professional...
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...Valerie Rhodes; Project Administrator: Montanut Turnbull; Project Consultant: Deryn Watson All members of the project team are based in the Department of Education and Professional Studies at King’s College London. Acknowledgements The project team wishes to acknowledge the support of Becta (the British Educational Communications and Technology Agency) for initiating and funding this project on behalf of the Department for Education and Skills (DfES), and the ongoing advice, encouragement and support which we have received, in particular from Malcolm Hunt, Head of Evidence and Research, Becta, and from Andrew Jones and Michael Harris, Education Officers, Becta. The team would also like to acknowledge the support and advice received from academic and administrative colleagues at King’s College London and at the University of Leeds. Version 1, January 2004 © Becta 2004 http://www.becta.org.uk page 1 of 58 Becta | A review of the research literature relating to ICT and attainment Contents Executive Summary 1 2 3 4 Introduction Evidence of the effects of ICT on attainment Factors affecting attainment Research methods to measure ICT and attainment 4 4 7 8 Main Report 1 2 3 4 4.1 4.2 4.3 4.4 5 6 6.1 Background Introduction Aims of the study Methodology Literature search procedures Combining existing literature reviews and creating a framework Deciding the criteria for the selection of the literature sources Identifying...
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