...The History of Organized Labor Where and When it all Began? Sheila Thorn Introduction to Business Management 101 Frank Dumas February 28, 2008 The History of Organized Labor Where and When it all Began? Thesis Statement: My paper will address the history of organized labor by first exploring what exactly organized labor is. It will explain how it all got started and by whom. It will then look at who benefits from organized labor and what has happened to the work force since it was organized. Finally, try to figure out if organized labor will continue to be the norm in the 21st century. Support: 1. What exactly is organized labor? 2. How did it all get started? 3. Who benefits from organized labor? 4. What has happened to the work force since organized labor? 5. Will organized labor continue to be the norm in the 21st century work force? Conclusion: Organized labor was started from a grass root action from people that wanted to make a difference. It has come a long way since the days of child labor in the coal mines in the Appalachian Mountains and the colonial frontier. Our ancestors etched out a plan for the work force without even realizing how huge it would become in its finest “hour.” Today’s work force continues to benefit from the days of yester years to a certain degree. But then on the other hand organized labor unions will never be the way they were...
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...Abstract Global Communications (GC) was facing a major decline in revenue, profits and stock values and had to make serious upgrades in its business practices. GC had to determine a cost-effective way to ensure their company would survive. The solutions involved outsourcing jobs, laying off workers and offering new services as well as teaming up with a satellite provider. Although stakeholders realized without these changes, GC would not survive, it is found to be difficult for some long-term stakeholders. GC’s approach appeared to have personal and ethical conflicts as they failed to communicate with employees. GC has identified the problem, strategized with its stakeholders, implemented a plan and has set the process for reevaluation and changes, if necessary. GC has found other companies, in and outside its industry, to benchmark and has taken the best practices for issues similar to theirs and have used them to increase revenue, and forego any immediate outsourcing of call center jobs. However, GC has a communication problem, in that the union was never consulted or included in the decision to outsource positions. Whey they learn of the idea, the union is very upset as they worked very hard to have employees agree to a decrease in benefits previously. The union is outraged and states they will fight the newly devised plan for its members. Implementation of these changes would allow GC to lead the communications industry globally, while providing their small...
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...University of Pennsylvania ScholarlyCommons Master of Science in Organizational Dynamics Theses 1-31-2007 Organizational Dynamics Programs Nucor Corporation: A Study on Evolution Toward Strategic Fit Regina Gordin University of Pennsylvania, regina.gordin@gmail.com Submitted to the Program of Organizational Dynamics In the Graduate Division of the School of Arts and Sciences In Partial Fulfillment of the Requirements for the Degree of Master of Science in Organizational Dynamics at the University of Pennsylvania. Advisor: Everett Keech This paper is posted at ScholarlyCommons. http://repository.upenn.edu/od_theses_msod/1 For more information, please contact repository@pobox.upenn.edu. NUCOR CORPORATION: A STUDY ON EVOLUTION TOWARD STRATEGIC FIT by Regina Gordin Submitted to the Program of Organizational Dynamics In the Graduate Division of the School of Arts and Sciences In Partial Fulfillment of the Requirements for the Degree of Master of Science in Organizational Dynamics at the University of Pennsylvania Philadelphia, Pennsylvania 2006 NUCOR CORPORATION: A STUDY ON EVOLUTION TOWARD STRATEGIC FIT Approved by: ________________________________________________ Program Director ________________________________________________ Advisor ABSTRACT For much of its century long history, Nucor Corporation and its predecessors displayed turbulent financial performance. Several attempts at a strategic realignment proved unsuccessful, and in...
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...University of Pennsylvania ScholarlyCommons Master of Science in Organizational Dynamics Theses 1-31-2007 Organizational Dynamics Programs Nucor Corporation: A Study on Evolution Toward Strategic Fit Regina Gordin University of Pennsylvania, regina.gordin@gmail.com Submitted to the Program of Organizational Dynamics In the Graduate Division of the School of Arts and Sciences In Partial Fulfillment of the Requirements for the Degree of Master of Science in Organizational Dynamics at the University of Pennsylvania. Advisor: Everett Keech This paper is posted at ScholarlyCommons. http://repository.upenn.edu/od_theses_msod/1 For more information, please contact repository@pobox.upenn.edu. NUCOR CORPORATION: A STUDY ON EVOLUTION TOWARD STRATEGIC FIT by Regina Gordin Submitted to the Program of Organizational Dynamics In the Graduate Division of the School of Arts and Sciences In Partial Fulfillment of the Requirements for the Degree of Master of Science in Organizational Dynamics at the University of Pennsylvania Philadelphia, Pennsylvania 2006 NUCOR CORPORATION: A STUDY ON EVOLUTION TOWARD STRATEGIC FIT Approved by: ________________________________________________ Program Director ________________________________________________ Advisor ABSTRACT For much of its century long history, Nucor Corporation and its predecessors displayed turbulent financial performance. Several attempts at a strategic realignment proved unsuccessful, and in...
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...CH5. Natural Resource Utilization & Pollution of the Environment * Resource depletion: the consumption of finite or scarce resources. * Pollution: undesirable contamination of the environment by the manufacture or use of commodities. * Conservation: the saving or rationing of resources for future use. * Private costs: costs of production borne by the producer. * External costs: costs of production not borne by the producer. * Social cost of production: = private costs + external costs * Internalization: make producers bear the total social cost of production. * Ecological system: an interrelated and interdependent set of organisms and environments * Ecological ethics: ecosystems as having inherent rights or interests and we have direct duties to them. * Ecofeminism: socio-ethical theory which combines ecological ethics with a critique of paternalistic patterns of domination (top down hierarchical authority structures) in our political and economic institutions as contributing to environmental exploitation. * Unlimited resource view: view encapsulating the attitude of bygone times which regarded the earth’s carrying capacity as unlimited, and air and water as "free goods." * Sustainable growth: a level of economic and population growth which enables each generation to hand down a world no worse than it inherited to succeeding generations, which avoids the Doomsday scenario. * Doomsday scenario:...
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...conducting business, and attempting to maintain the business relationship that has developed with the union and employees through the years. There are no guaranteed successes and no assurance that all those affected will be pleased with the decisions. Global Communications, however, is committed to realizing the best return in the quickest timeframe and providing customers with the latest technology at the most economical prices. Global Communications is committed to retaining the best possible relationship with its employees and for those who will no longer remain with the company offering services to make the transition as smooth as possible. Situation Analysis Issue and Opportunity Identification The telecommunications industry is changing drastically and without major changes fast, the company as it is known will no longer exist. Increased competition and service packages available to customers at reduced prices means all areas of the business have to be re-evaluated and best practices of all areas must be incorporated. Reviewing stock prices that at peak sold for $28 per share now being sold for $11 per share has the stockholders scrutinizing the decisions of the leadership team and uncertain of the team’s ability to make a comeback. The industry needs innovative ideas and sophisticated technology to...
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...TABLE OF CONTENT ACKNOWLEDGMENT 3 EXECUTIVE SUMMARY 4 LIST OF TABLES 5 LIST OF FIGURES 6 1.0 CHAPTER ONE: INTRODUCTION 7 1.1 BACKGROUND OF MALAYSIA 7 1.2 BACKGROUND OF THE COMPANY 9 1.3 PROBLEM STATEMENT 11 1.4 RESEARCH OBJECTIVES 11 1.5 SIGNIFICANCE OF THE STUDY 11 2.0 RESEARCH METHODOLOGY 12 2.1 DATA COLLECTION METHOD 12 3.0 CHAPTER THREE: LITERATURE REVIEW 13 4.0 CHAPTER FOUR: FINDINGS 15 4.1 INTERNAL ANALYSIS 15 4.1.1 STRENGTH 15 4.1.2 WEAKNESS 15 4.1.3 OPPORTUNITY 15 4.1.4 THREAT 15 4.2 HOST COUNTRY BACKGROUND / MACRO ENVIRONMENT ANALYSIS 16 4.2.1 POLITICAL 16 4.2.4 TECHNOLOGICAL 18 4.2.5 ENVIRONMENTAL 20 4.2.6 LEGAL 21 4.3 MODE OF ENTRY 23 4.4 EXTERNAL ANALYSIS 23 4.4.1 RIVALRY AMONG EXISTING FIRMS 23 4.4.2 THREATS OF NEW ENTRANTS 24 4.4.3 THREATS OF SUBSTITUTE PRODUCT/SERVICE 24 4.4.4 BARGAINING POWER OF SUPPLIER 25 4.4.5 BARGAINING POWER OF BUYER 25 4.5 MARKET PENETRATION STRATEGIES 25 4.5.1 PRODUCT 25 4.5.2 PLACE (DISTRIBUTION) 27 4.5.3 PRICE 28 4.5.4 PROMOTION 29 5.0 CHAPTER FIVE: CONCLUSION 30 5.1 CONCLUSION 30 5.2 LIMITATION OF STUDY 32 REFERENCES 33 ACKNOWLEDGMENT Assalamualaikum and a very great thankful dedicated to almighty Allah S.W.T for giving us this wonderful opportunity where we are able to portray our capability in completing this international business report. Special thanks is also dedicated to our beloved lecturer, Sir Zaid Mat Yusop for giving us this...
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...Economics Definitions Technical Efficiency / Engineering Efficiency: Goods are produced using the minimum possible resources. Economic Efficiency: A condition where the ratio MU/MC is equal for all goods and services. Traditional Economy: Resource allocation determined by social custom and habits established over time. Command Economy: Resource allocation determined by central planning. Market Economy: Resource allocation determined by a competitive market. Opportunity Cost: The best alternative foregone in order to produce a good or service. Public Good: A good or service that, once purchased by anyone, can of necessity be enjoyed by many. Externality: A cost of goods or services that is borne by someone other than the recipient of those goods or services. Lorenz Curve: Graphs the percentage of households against the percentage of income received. Ceteris Paribus (cet. par.): When analyzing one variable, the convention that all other variables are held constant. Inferior Good: An inferior good is one for which the quantity purchased decreases when real income increases. Giffen Good: A good for which there is a range of prices for which quantity and price vary directly, not inversely. Dependent Variable: A variable whose value is determined by the model. Independent Variable: A variable whose value is fixed external to the model. Complementary Good: A good whose demand curve shifts along with that of another good. Substitute Good: A good whose demand curve...
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...Economics Definitions Technical Efficiency / Engineering Efficiency: Goods are produced using the minimum possible resources. Economic Efficiency: A condition where the ratio MU/MC is equal for all goods and services. Traditional Economy: Resource allocation determined by social custom and habits established over time. Command Economy: Resource allocation determined by central planning. Market Economy: Resource allocation determined by a competitive market. Opportunity Cost: The best alternative foregone in order to produce a good or service. Public Good: A good or service that, once purchased by anyone, can of necessity be enjoyed by many. Externality: A cost of goods or services that is borne by someone other than the recipient of those goods or services. Lorenz Curve: Graphs the percentage of households against the percentage of income received. Ceteris Paribus (cet. par.): When analyzing one variable, the convention that all other variables are held constant. Inferior Good: An inferior good is one for which the quantity purchased decreases when real income increases. Giffen Good: A good for which there is a range of prices for which quantity and price vary directly, not inversely. Dependent Variable: A variable whose value is determined by the model. Independent Variable: A variable whose value is fixed external to the model. Complementary Good: A good whose demand curve shifts along with that of another good. Substitute Good: A good whose demand curve...
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...The Impact of Trade Liberalization on Gender Wage Differentials in India’s Manufacturing Sector* Nidhiya Menon, Brandeis University Yana van der Meulen Rodgers, Rutgers University April 2007 Abstract: As trade liberalization in India has unleashed a new wave of competitive forces in the economy since 1991, firms have faced growing pressure to cut costs in order to continue production. This study addresses the question of whether the increasing competitive forces from India’s trade liberalization affected the wages of male and female workers differently. Neoclassical theory implies that costly discrimination against female workers should diminish over time with increased competition (Becker 1971). We incorporate this idea into a theoretical model of competition and industry concentration in which the net impact of international trade on the gender wage gap could be positive or negative depending on the initial size of Becker’s discrimination coefficient. Our study tests the theoretical model using repeated cross sections of India’s NSSO household survey data merged with trade and production data from 1983 to 2004. We employ OLS and Fixed Effects techniques at the industry level to estimate the relationship between the male-female residual wage gap and measures of domestic concentration and international trade competition. Results indicate that increasing openness to trade is associated with a widening in the wage gap in India’s concentrated manufacturing...
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...!!!! ! ! Did Wal-Mart Wake Up? How Strategic Management Handled Wal-Mart’s Reputation [ABSTRACT] The nation’s largest private corporation and retail giant Wal-Mart has faced multiple opposition from labor unions, grassroots organizations, religious groups, and even from its own employees, impacting its corporate reputation and ultimately its bottom line. This case study will demonstrate the strategic communication Wal-Mart used for its corporate reputation management (CRM). In particular, the case describes the company’s response to criticism regarding its current business policies and practices. Table of Contents Introduction………………………………………………………………3 1. Company History……………………………………………………..5 1.1 Wal-Mart’s Early History: 1960s to 1970s…………………………….5 1.2 Wal-Mart Expands and Goes International: 1980s to 1990s…………...6 1.3 Attack of the Advocacy Groups: 2000 to present……………………....7 1.4 Repercussions…………………………………………………………...8 2. The Issue: Employee Relations and Workers’ Rights…………………9 3. Opposition…………………………………………………………….10 3.1 Labor Union-Funded Groups…………………………………………...11 3.2 Gender Discrimination………………………………………………….12 3.3 Wal-Mart: The High Cost of Low Price……………………………………..13 4. Wal-Mart’s Response……………………………………………………15 4.1 Response to Labor Union-Backer Groups………………………………...16 4.2 Response to Gender Discrimination Lawsuit……………………………..17 4.3 Response to Greenwald’s Film……………………………………………18 4.4 Wal-Marting Across America: Jim and Laura’s Blog…………………….18...
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...!!!! ! ! Did Wal-Mart Wake Up? How Strategic Management Handled Wal-Mart’s Reputation [ABSTRACT] The nation’s largest private corporation and retail giant Wal-Mart has faced multiple opposition from labor unions, grassroots organizations, religious groups, and even from its own employees, impacting its corporate reputation and ultimately its bottom line. This case study will demonstrate the strategic communication Wal-Mart used for its corporate reputation management (CRM). In particular, the case describes the company’s response to criticism regarding its current business policies and practices. Table of Contents Introduction………………………………………………………………3 1. Company History……………………………………………………..5 1.1 Wal-Mart’s Early History: 1960s to 1970s…………………………….5 1.2 Wal-Mart Expands and Goes International: 1980s to 1990s…………...6 1.3 Attack of the Advocacy Groups: 2000 to present……………………....7 1.4 Repercussions…………………………………………………………...8 2. The Issue: Employee Relations and Workers’ Rights…………………9 3. Opposition…………………………………………………………….10 3.1 Labor Union-Funded Groups…………………………………………...11 3.2 Gender Discrimination………………………………………………….12 3.3 Wal-Mart: The High Cost of Low Price……………………………………..13 4. Wal-Mart’s Response……………………………………………………15 4.1 Response to Labor Union-Backer Groups………………………………...16 4.2 Response to Gender Discrimination Lawsuit……………………………..17 4.3 Response to Greenwald’s Film……………………………………………18 4.4 Wal-Marting Across America: Jim and Laura’s Blog…………………….18...
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...!!!! ! ! Did Wal-Mart Wake Up? How Strategic Management Handled Wal-Mart’s Reputation [ABSTRACT] The nation’s largest private corporation and retail giant Wal-Mart has faced multiple opposition from labor unions, grassroots organizations, religious groups, and even from its own employees, impacting its corporate reputation and ultimately its bottom line. This case study will demonstrate the strategic communication Wal-Mart used for its corporate reputation management (CRM). In particular, the case describes the company’s response to criticism regarding its current business policies and practices. Table of Contents Introduction………………………………………………………………3 1. Company History……………………………………………………..5 1.1 Wal-Mart’s Early History: 1960s to 1970s…………………………….5 1.2 Wal-Mart Expands and Goes International: 1980s to 1990s…………...6 1.3 Attack of the Advocacy Groups: 2000 to present……………………....7 1.4 Repercussions…………………………………………………………...8 2. The Issue: Employee Relations and Workers’ Rights…………………9 3. Opposition…………………………………………………………….10 3.1 Labor Union-Funded Groups…………………………………………...11 3.2 Gender Discrimination………………………………………………….12 3.3 Wal-Mart: The High Cost of Low Price……………………………………..13 4. Wal-Mart’s Response……………………………………………………15 4.1 Response to Labor Union-Backer Groups………………………………...16 4.2 Response to Gender Discrimination Lawsuit……………………………..17 4.3 Response to Greenwald’s Film……………………………………………18 4.4 Wal-Marting Across America: Jim and Laura’s Blog…………………….18...
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...82476 c02.3d GGS 3/17/09 15:15 r r r r r r r r r r r r r r r r r r r r r r r r r rr ECONOMIES AND SCOPE OF SCALE 2 r r r r r r r r r r r r r r r r r r r r r r r r r rr F ew concepts in microeconomics, if any, are more fundamental to business strategy than economies of scale and the closely related economies of scope. Economies of scale allow some firms to achieve a cost advantage over their rivals. Economies of scale are a key determinant of market structure and entry. Even the internal organization of a firm can be affected by the importance of realizing scale economies. We mostly think about economies of scale as a key determinant of a firm’s horizontal boundaries, which identify the quantities and varieties of products and services that it produces. The extent of horizontal boundaries varies across industries, along with the importance of scale economies. In some industries, such as microprocessors and airframe manufacturing, economies of scale are huge and a few large firms dominate. In other industries, such as apparel design and management consulting, scale economies are minimal and small firms are the norm. Some industries, such as beer and computer software, have large market leaders (Anheuser-Busch, Microsoft), yet small firms (Boston Beer Company, Blizzard Entertainment) fill niches where scale economies are less important. An understanding of the sources of economies of scale and scope is clearly critical for formulating and...
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...MALACAÑANG Manila PRESIDENTIAL DECREE No. 442 As Amended By Presidential Decrees Nos. 570-A, 626, 643, 823, 819, 856-A, 891, 1367, 1368, 1391, 1412, 1641, 1691, 1692, 1693, 1920, 1921 Mga Batas Pambansa Blg. 32, 70, 130 and 227 Executive Orders Nos. 47, 111, 126, 179, 180, 203, 247, 251, 252, 307 and Republic Acts Nos. 6640, 6657, 6715, 6725 and 6727 A DECREE INSTITUTING A LABOR CODE, THEREBY REVISING AND CONSOLIDATING LABOR AND SOCIAL LAWS TO AFFORD PROTECTION TO LABOR, PROMOTE EMPLOYMENT AND HUMAN RESOURCES DEVELOPMENT AND ENSURE INDUSTRIAL PEACE BASED ON SOCIAL JUSTICE. Preliminary Title Chapter 1 EMANCIPATION OF TENANTS Article 7. Statement of objectives. Inasmuch as the old concept of land ownership by a few has spawned valid and legitimate grievances that gave rise to violent conflict and social tension and the redress of such legitimate grievances being one of the fundamental objectives of the New Society, it has become imperative to start reformation with the emancipation of the tiller of the soil from his bondage. Article 8. Transfer of lands to tenant workers. Being a vital part of the labor force, tenant-farmers on private agricultural lands primarily devoted to rice and corn under a system of share crop or lease tenancy whether classified as landed estate or not shall be deemed owner of a portion constituting a family size farm of five hectares if not irrigated and three hectares if irrigated. In all cases, the landowner may retain an area of not more than seven...
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