...Quicumque Vult), is a Christian statement of belief focused on Trinitarian doctrine and Christology. The Latin name of the creed, Quicunque vult, is taken from the opening words, "Whosoever wishes". The creed has been used by Christian churches since the sixth century. It is the first creed in which the equality of the three persons of the Trinity is explicitly stated. It differs from the Nicene-Constantinopolitan and Apostles' Creeds in the inclusion of anathemas, or condemnations of those who disagree with the creed (like the original Nicene Creed). Widely accepted among Western Christians, including the Roman Catholic Church and some Anglican churches, Lutheran churches (it is considered part of the Lutheran confessions in the Book of Concord), and ancient, liturgical churches generally, the Athanasian Creed has been used in public worship less and less frequently, but part of it can be found as an "Authorized Affirmation of Faith" in the recent (2000) Common Worship liturgy of the Church of England [Main Volume page 145].[1][2] The creed has never gained much acceptance in liturgy among Eastern Christians. It was designed to distinguish Nicene Christianity from the heresy of Arianism. Liturgically, this Creed was recited at the Sunday Office of Prime in the Western Church; it is not in common use in the Eastern Church. Today, the Athanasian Creed is rarely used even in the Western Church. When used, one common practice is to use it once a year on Trinity...
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...Cycle (SDLC) in my bookstore if I were the owner of Book Worms, our local faith-based bookstore. Book Worm currently has a limited amount of inventory on hand. It relies on a catalog service for some of its product offering. This product is not stocked in the store but is accessed through the bookstores web site. This is the only bookstore in a 120 mile radius, and yet they concentrate on a small selection of religious books. To broaden the client base of the Book Worm bookstore, I will utilize the systems development life cycle to explore new systems that would allow me to broaden the scope of my product in a manner that would increase gross margin. The first step in SDLC is to define the system that needs to be implemented. This system as designed by our meager staff of experts will include software that will allow the Book Worm to work in conjunction with other book sellers such as Squadron, Waldpole, Motorbooks, etc. These book sellers will often allow access to their inventory by brick-and-mortar stores that are stockiest of their titles. Once this partnership is established, the available inventory of the bookstore would increase many fold (Kroenke, 2012). The online and kiosk ordering system would have several requirements. The second step in SDLC will be to analyze those requirements and refine the system definition (Kroenke, 2012). The system would be required to show the entire stock of the publishers that Book Worm would offer. This stock would be seamlessly listed...
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...Introduction It’s like a family quarrel that nobody wants and nobody knows how to stop. The Concord Bookshop, a 64-year-old independent store regarded as one of the best in New England, is beset by a bitter clash between owners and staff. The conflict puts pressure on the store at a time when independent booksellers are reeling from competition from chains and the Internet. Eight of Concord Bookshop’s employees, including the trio of top managers, have quit or given their notice. The staffers’ years of service add up to 73. The three managers, including [the] general manager have worked at the store for a total of 34 years. Meanwhile, a group of outraged local authors . . . has fired off a letter to the owners supporting the staff. The precipitating event was a surprise announcement last month by the owners a group of three families represented by a board led by President Morgan “Kim” Smith of Concord—that a new general manager will be hired. No one was laid off, and no one’s salary was cut. Yet many of the staff were outraged at the de facto demotions, as well as by what they saw as the owners’ immovable stance. “We asked for a meeting with the whole board,” says [a departing staff member]. “We presented our concerns, and they thanked us for our input and said, ‘We’re going to do it our way, and if you don’t like it, each of you will have to make up your mind as to how to proceed.’ Something in me died, the fragile alchemy that made it such a great place to work had...
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...Concord Bookshop Paper Shobin Kovoor HCS/587 February 27, 2012 Laura Hurst Concord Bookshop Paper Change is a natural and necessary process in an organization. Continual and managing change has become one of the greatest challenges in today’s successful organization. Implementing successful organizational change is a key challenge to many businesses. This paper provides a description about phases in organizational change process and what lead to the failure of Concord bookshop to survive change. An organizational change means introducing a new enterprise resource planning system to co-ordinate and standardize internal process (Spector, 2010). According to Kurt Lewin, there are three phases of organizational change. First one is unfreezing. In this phase, the organization needs to identify the need of change and find solutions. A strategic renewal is needed. Organization must make the people visualize the need for change. Next phase is change. This phase is aimed on individual behavior. People try to do things in a better way. This process takes long time. Next phase is refreezing. In this phase changes are implemented and evaluated. The organization needs new goals and good leadership. Concord bookshop is an old store, that is running for 64 years in New England. This store was famous in the small community and they had support from the people. The management knew the need for change. There was financial crisis in the store. The owners failed to communicate the vision...
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...Concord Bookshop Concord Bookshop is a local jewel of the New England (Spector, 2010). It is one of the last independent bookstores that is deeply rooted in the literary culture of its town. Unfortunately, as technology has advanced, it has become easier to order a book online or go to a big chain store to find a book. The competition from the Internet and chain stores has eaten away at the revenue of Concord Bookshop. With decreased revenue the board has decided to implement a management change. This move caused several employees to quit and the local authors to take up the pen and write the board in protest. In reading the story of the Concord Bookshop it is easy to see that a change was needed for the store to be profitable. It is not known if the board’s decision to change management was the correct one, but it is easy to see that the board grossly underestimated the resistance they would receive. The Board decided to change management and the structure of management without warning or input from present management. If the board would have followed Kurt Lewin’s Change Model the change in management and restructuring would have been better received. First, the Board would “unfreeze” the staff and notify them of the decline in revenue and profits. This would have created dissatisfaction with the status quo (Spector, 2010). With this information the Board could have engaged the staff, and asked for recommendation on improving revenue and becoming more efficient....
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...Concord Bookshop Concord Bookshop Sabrina Scruton HCS 587 Georgetta Baptist The concept of change is vital to the survival of all forms of life; it is nearly impossible to remain stagnant and unchanged when inhabiting a round sphere that is in constant motion. Today’s society thrives on competition, speed, and convenience. Long gone are the days of mom and pop stores and consumers actually enjoying to shop in person. Instead, physical stores are being replaced by the convenience of virtual shopping from your cell phones, Ipads, computers, etc. This is the case of the Concord bookshop, whom in its hay day was a highly regarded community jewel in Boston, known for their customer service and vast knowledge of books. The last few years have been financially difficult for the bookshop and in a last ditch effort to remain open, the owners have decided to enforce a new business model much to the dissatisfaction of their employees. I will focus on two phases of the organizational change process that were not implemented by the Concord bookshop that ultimately led to their failure. The first failure occurred when the new general manager and the owners decided to change the business plan without consulting the three current store managers or the employees. “Change imposed from “above”-top executives telling employees that they must alter their behaviors in order to implement a new strategy or perform better under the old strategy-is likely to engender resistance” (Spector,...
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...Concord Bookshop HCS 587 Georgetta Baptist The concept of change is vital to the survival of all forms of life; it is nearly impossible to remain stagnant and unchanged when inhabiting a round sphere that is in constant motion. Today’s society thrives on competition, speed, and convenience. Long gone are the days of mom and pop stores and consumers actually enjoying to shop in person. Instead, physical stores are being replaced by the convenience of virtual shopping from your cell phones, Ipads, computers, etc. This is the case of the Concord bookshop, whom in its hay day was a highly regarded community jewel in Boston, known for their customer service and vast knowledge of books. The last few years have been financially difficult for the bookshop and in a last ditch effort to remain open, the owners have decided to enforce a new business model much to the dissatisfaction of their employees. I will focus on two phases of the organizational change process that were not implemented by the Concord bookshop that ultimately led to their failure. The first failure occurred when the new general manager and the owners decided to change the business plan without consulting the three current store managers or the employees. “Change imposed from “above”-top executives telling employees that they must alter their behaviors in order to implement a new strategy or perform better under the old strategy-is likely to engender resistance” (Spector, p.11, 2010). Getting people to change...
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...Concord Bookshop Paper According to the famous phrase “the only constant in this world is change”. Life changes constantly and changes happen either it is with a positive or with a negative outcome. “It is not the strongest of the species that survive, not the most intelligent, but the one most responsive to change,” according to Charles Darwin. With organizations, change is constant. Organizational change is inevitable in order to cope with competitors. The private owned business Concord Bookshop is located in Boston, Massachusetts and has been the pride of the town for years. According to the reading, Concord Bookshop is considered as one the best in New England. The Concord Bookshop develops a change due to the bookstore’s financial state. This essay will discuss the phases in the organizational change process and discusses the phases that were not implemented at the concord bookshop that resulted to company’s business failure. The three phases of organizational change are turnaround, tools and techniques, and transformational behavioral change. In turnaround phase, implementing cost effective measures are, usually, the first step in most recovery approach as they can be accomplished quickly and generally needs little or no capital or investment of any resources. Another phase of organizational change is the tools and techniques that aims on improving internal organization processes. Changes on the organizations processes are being made without affecting behaviors of employees...
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...Concord Bookstore: Implementing Organizational Change 1 Concord Bookstore Gail Bernal HCS/587 3/3/14 John Istvan Concord Bookstore: Implementing Organizational Change 2 Implementing Organizational Change Change in any business is inevitable and needs to be taken with open arms. There are times people are comfortable in their position and are not receptive to the change process. The change process also needs to be implemented with open communication and the ability to hear constructive criticism and act on it. All sides need to be able to voice their opinions and be open minded to take any opinions and incorporate the ideas into the master plan if necessary. The Tales of Woe at Concord Bookstore describes how the owners of a bookstore in a New England town decided to change their business format in an every changing technical age of times. The way the owners went about implementing the change process was not done fully. The following will discuss some areas that were not completed. The writer feels the main process that was handled incorrectly was the turnaround process. “Turnaround looks at a company’s assets and seeks to manage them in a new way in order to stabilize cash flow, shore up the balance sheet, and maximize shareholder wealth.” (Spector, 2010). As employees of a company the focus usually is not about the bookkeeping aspect like how much profit was incurred today. The one thing that an investor will look at is...
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...Phases of Organizational Change: Concord Bookshop Conflict University of Phoenix Phases of Organizational Change: Concord Bookshop Conflict Organizational change is a never-ending process. Knowing how to approach, present, and effectively implement change depends on several factors. The three phases of Lewin’s Force Field Model: unfreezing, change, and refreezing allow the change process to take place (Borkowski, 2005). Using these phases change can be presented, discussed, and ultimately implemented with success. For organizations to continue to grow and become ever more prosperous, change has to be continuously refined. In this paper, a brief discussion of the phases of organizational change as well as an examination of the organizational change processes not implemented in the Concord Bookshop conflict will be conducted. Lewin’s Phases of Organizational Change Unfreezing Borkowski (2005) states, “The forces and workers involved in perpetuating resistance acquire an understanding of variances that exist between current practices and behavior and desired activities and behavior” (pp. 384-385). The organization must perform an investigation to see what type of resisting forces they may face in regard to the proposed change. An organization will not be effective in creating change unless motivation within the organization is manifested. Understanding that change requires some new knowledge to be learned and some old knowledge to be unlearned. This fact is...
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...18 September 2014 18 September 2014 08 Fall 08 Fall Exercise A - Starbucks in US: strategies and core competencies GROUP 6 Exercise A - Starbucks in US: strategies and core competencies GROUP 6 Thijs Bavelaar - 091698 Carlijn Swagemakers - 120014 Sam Verlaat - 111449 Bas Vliegen - 122959 Thijs Bavelaar - 091698 Carlijn Swagemakers - 120014 Sam Verlaat - 111449 Bas Vliegen - 122959 Executive summary Within this report the Starbuck’s Corporation is being analyzed, in this way the company can be positioned on how they are performing within the competitive set. Through research Starbucks’ core competencies are found, and on elaborated. Those competencies are researched in the competitive set with the main competitors of Starbucks’ as well, via basic benchmarking there has been determined where Starbucks is within the market. Table of Contents Introduction 4 Core competencies 5 Key competitors 9 Competitive advantages 11 Communication within organization 12 Competency - strategy matrix 13 Conclusion and recommendations 14 Bibliography 15 Appendices 19 Appendix 1: Value chain analysis 19 Appendix 2: SWOT analysis 22 Appendix 3: Functional analysis 25 Appendix 4: VRIO analysis 26 Introduction The purpose of this paper is to analyze both Starbucks’ strategies and core competencies, and use this analysis to assess the degree of synergy between the two. First, the core competencies of Starbucks, specified...
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...Survey of Creative Individuals’ Space Needs and Preferences Survey of Creative Enterprises and Interested Businesses CONCORD, NH September 2011 Prepared by Sw an Research and Consultin g for — Survey of Creative Individuals, Enterprises and Businesses – Concord Table of Contents Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Summary of Survey Results – Creative Individuals’ Space Needs and Preferences . . . . . . Relocation to a Live/Work Facility: Interested Respondents. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Needs and Preferences for Live and Work Space . . . . . . . . . . . . . . . . . . . . . . . . . . Current Studio/Work Space . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Current Living Arrangements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Studio/Work Space Rental . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Current Space Arrangements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Needs and Preferences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 16 20 21 23 26 27 1 2 9 ...
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...born Norwich, Connecticut to a wealthy family, but was later left bankrupt due to his fathers carless drinking habit, making Benedict Arnold more or less a self-made man. His family already had a long history of success in America, his great-great grandfather was the founder of Rhode Island, while his great grandfather was elected governor of Rhode island ten times. His mother a strict puritan believed her only son had been hand-picked for greatness (“Wilson B”). After the death of both his parents, Arnold escaped to New haven, Connecticut and opened a store selling drugs and books. Arnold soon became one of new havens leading citizens, he married Margeret Mansfield and had three boys. By this time Arnold was a sea captain and was required by the new tax to stay at sea more. During the time of “taxation without representation” Arnold saw himself as a rebel, a radical, and a smuggler which he was. When news of Lexington and Concord spread, 34 year old Arnold was ready. Some of Benedict Arnold’s major accomplishments were in the battle of Ticonderoga where he found himself starting out with only 50 men at the battle of Lexington, he then persuaded his way with the Massachusetts authorities into bumping him up to a colonel and allowing him to go back to Fort Ticonderoga and finish his business. When he did that he was met by Ethan Allen where they argued until they came to the conclusion of fighting together as one, which they did successfully. This easily bumped Arnold into the status...
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...A * A&W (Canada) * Abilis Solutions (software development, consulting) * AbitibiBowater * Ache Records * Addition Elle (women's clothing) * Advance Gold (mining) * Access Communications * Advanced Cyclotron Systems (medical cyclotrons) * Affinity Credit Union (banking) * Areva Resources Canada (uranium) * Air Canada (airline) * AldrichPears Associates * ALDO Group * Algonquin Power * Allied Shipbuilders * Alta Newspaper Group * Alterra Power * Angoss Software Corporation (software) * Appnovation * Arc'teryx (outdoor apparel/equipment) * Atimi Software Inc * Aritzia (clothing) * Army & Navy Stores (Canada) * Arsenal Pulp Press (publisher) * ATI technologies (semiconductors) * Atmosphere Visual Effects (movie special effects) * AVI Sound International (audio/visual equipment manufacture) B * Ballard Power Systems * Banff Lodging Co * Bank of Montreal * Bank West * Barrick Gold * Bard Ventures Company * BBC Kids (television) * BC Biomedical Laboratories Ltd. * BC Hydro * BC Research Inc * Becancour Silicon (silicon manufacture) * Bell Canada * Bennett Environmental * Becker's * Ben Moss Jewellers * Big Blue Bubble (software firm) * BigPark (software firm) * Biovail * BioWare (video games) * Bison Transport Inc. (Transportation) * Black Diamond Cheese Limited * Black Hen Music (record...
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