...Executive Summary: Faced with major losses from operations, Sharp Corporation’s president, Mikio Katayama, questioned the whether it was necessary to reform the current business operating model. Sharp’s current operating model contained several flaws. It placed sensitive, high-value-added operations such as research, development, and component manufacturing near its headquarters in Japan. Faced with threats such as intense industry competition, currency risks, very high transportation and utility costs, and extremely high infrastructure costs and high corporate tax rates, Sharp Corporation needs resources in the forms of new methods, technology, and approaches to doing business in the modern world. It is recommended that the company remodels their operating model in order to emphasize cooperation with other firms. Cooperation with other firms can take place in many forms, such as partnerships and joint ventures, and provides firms with many advantages. Sharp will greatly benefit from cooperative agreements since they are cost effective, provide financial support, and allow for more creative brainstorming. In addition, the economic risk is shared, and firms may help each other to tap into new technologies, methods, and approaches. Sharp Corporation needs outside help in order to achieve a turnaround. Joint ventures and partnerships with other firms open up the venue for such need. Problem Statement: Sharp Corporation is currently struggling with its financial position...
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...(A): Managing Projects for Success In his twelve years as a technology project manager at A&D High Tech, Chris Johnson had a strong track record of delivering projects on time and on budget. His techniques for project planning, estimating, and scheduling had become best practices at the St. Louis-based computer products company. He had just led a project team that successfully revamped the supply chain systems in less than eighteen months. He was especially proud since many observers had doubted that the project could be completed on time. As part of the strategic initiatives set forth by its CEO and founder, Ted Walter, A&D was to be second to none in utilizing technology to increase operational efficiency and reduce costs. The supply chain project therefore received notable attention in the boardroom and with its competitors. Time and again, Johnson was asked to tackle difficult assignments that were critical to the company’s growth and profits. He had already been mentioned as the successor to the vice president of e-business, Chuck Gagler, pending his retirement. (See Exhibit 1 for the A&D High Tech organizational chart.) In early May 2003 Johnson received an urgent message from the company’s CIO, Matt Webb. Webb asked Johnson to join him for a meeting with A&D’s senior managers to discuss taking over the company’s online store project. Johnson realized that up to that point the company’s top brass had virtually ignored the Internet and its sales potential...
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...High Tech (A): Managing Projects for Success In his twelve years as a technology project manager at A&D High Tech, Chris Johnson had a strong track record of delivering projects on time and on budget. His techniques for project planning, estimating, and scheduling had become best practices at the St. Louis-based computer products company. He had just led a project team that successfully revamped the supply chain systems in less than eighteen months. He was especially proud since many observers had doubted that the project could be completed on time. As part of the strategic initiatives set forth by its CEO and founder, Ted Walter, A&D was to be second to none in utilizing technology to increase operational efficiency and reduce costs. The supply chain project therefore received notable attention in the boardroom and with its competitors. Time and again, Johnson was asked to tackle difficult assignments that were critical to the company’s growth and profits. He had already been mentioned as the successor to the vice president of e-business, Chuck Gagler, pending his retirement. (See Exhibit 1 for the A&D High Tech organizational chart.) In early May 2002 Johnson received an urgent message from the company’s CIO, Matt Webb. Webb asked Johnson to join him for a meeting with A&D’s senior managers to discuss taking over the company’s online store project. Johnson realized that up to that point the company’s top brass had virtually ignored the Internet and its sales potential. But that...
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...High Tech (A): Managing Projects for Success In his twelve years as a technology project manager at A&D High Tech, Chris Johnson had a strong track record of delivering projects on time and on budget. His techniques for project planning, estimating, and scheduling had become best practices at the St. Louis-based computer products company. He had just led a project team that successfully revamped the supply chain systems in less than eighteen months. He was especially proud since many observers had doubted that the project could be completed on time. As part of the strategic initiatives set forth by its CEO and founder, Ted Walter, A&D was to be second to none in utilizing technology to increase operational efficiency and reduce costs. The supply chain project therefore received notable attention in the boardroom and with its competitors. Time and again, Johnson was asked to tackle difficult assignments that were critical to the company’s growth and profits. He had already been mentioned as the successor to the vice president of e-business, Chuck Gagler, pending his retirement. (See Exhibit 1 for the A&D High Tech organizational chart.) In early May 2003 Johnson received an urgent message from the company’s CIO, Matt Webb. Webb asked Johnson to join him for a meeting with A&D’s senior managers to discuss taking over the company’s online store project. Johnson realized that up to that point the company’s top brass had virtually ignored the Internet and its sales potential. But that...
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...This week's graded topics relate to the following Terminal Course Objectives (TCOs): A | Given an organizational requirement to conform business practices to both the law and best ethical practices, apply appropriate ethical theories to shape a business decision. | I | Given specified circumstances of a business decision to expand to international markets, determine what international legal requirements or regulatory controls apply. | Topics for This Week's Discussion * Introduce yourself to your professor and the rest of the class. (not graded) * Thread over TCO A/I (graded) * Ethics and Patent Rights Post 9/11 (graded) * Q & A Forum for your questions and comments (not graded) | | There is a drop down arrow next to the "Select a Topic" box. Click on this arrow to select topics for discussion. | ------------------------------------------------- Top of Form Select a Topic: Bottom of Form The World Bank Situation (graded) | Class, please read Chapter 2, problem 5 from the Jennings text, p. 72. This week, we will discuss the Wolfowitz situation at the World Bank. Consider the questions at the end of the problem as you make comments in the threads this week. What are the ethics here? Was Wolfowitz trying to do the right thing? Does that make a difference ethically? Throughout the week, I will bring in further questions. Be sure to read the lecture and the international ethics article stated in your reading for the week as well. | ...
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...A Passage to India E. M. Forster Online Information For the online version of BookRags' A Passage to India Premium Study Guide, including complete copyright information, please visit: http://www.bookrags.com/studyguide−passageindia/ Copyright Information ©2000−2007 BookRags, Inc. ALL RIGHTS RESERVED. The following sections of this BookRags Premium Study Guide is offprint from Gale's For Students Series: Presenting Analysis, Context, and Criticism on Commonly Studied Works: Introduction, Author Biography, Plot Summary, Characters, Themes, Style, Historical Context, Critical Overview, Criticism and Critical Essays, Media Adaptations, Topics for Further Study, Compare &Contrast, What Do I Read Next?, For Further Study, and Sources. ©1998−2002; ©2002 by Gale. Gale is an imprint of The Gale Group, Inc., a division of Thomson Learning, Inc. Gale and Design® and Thomson Learning are trademarks used herein under license. The following sections, if they exist, are offprint from Beacham's Encyclopedia of Popular Fiction: "Social Concerns", "Thematic Overview", "Techniques", "Literary Precedents", "Key Questions", "Related Titles", "Adaptations", "Related Web Sites". © 1994−2005, by Walton Beacham. The following sections, if they exist, are offprint from Beacham's Guide to Literature for Young Adults: "About the Author", "Overview", "Setting", "Literary Qualities", "Social Sensitivity", "Topics for Discussion", "Ideas for Reports and Papers". © 1994−2005, by Walton Beacham. All other...
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...Mark A. Papworth Primary Care Psychology North Tyneside Primary Care Trust Wallsend Health Centre, Tyne & Wear, UK m.a.papworth@ncl.ac.uk Derek Milne Doctorate in Clinical Psychology Newcastle University Newcastle-upon-Tyne, UK d.l.milne@newcastle.ac.uk George Boak MA Leading Innovation and Change York St. John University York, UK g.boak@yorksj.ac.uk KEY WORDS: RUNNING HEAD: WORD COUNT: * leadership; supervision; effectiveness Situational leadership 4,100 Correspondence to: Mark A. Papworth, Wallsend Health Centre, The Green, Wallsend, Tyne & Wear NE28 7PB, UK. E-mail: m.a.papworth@ncl.ac.uk; Tel/Fax: 0191 2205932 1 of 27 Situational leadership An exploratory content analysis of Situational Leadership ABSTRACT Purpose Hersey and Blanchard’s Situational Leadership model is widely utilised, but it has limited empirical support. The model is investigated in the present study through content analysis of the transcripts of successful supervision sessions. Design/methodology/approach Eight transcripts of successful supervision interviews were subjected to in-depth content analysis, to test the prediction (from Situational Leadership) that successful leadership interactions would vary systematically with experience. The supervisees consisted of a novice, four training therapists, and three postgraduate therapist practitioners. Summary and statistical analyses were undertaken to investigate fundamental predicted differences between the speech behaviours associated with...
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...the timing of academic Abstract specialization within the British system of higher education to test whether education yields information about one’s match quality in different fields of study. In distinguishing between systems requiring early and late specialization, he predicts the likelihood of an individual switching to an occupation unrelated to one’s field of study. If higher education serves mainly to provide specific skills, the model predicts more switching in a system requiring late specialization since the cost of switching is lower in terms of foregone skills. Using the Universities Statistical Record from 1972 to 1993 and the 1980 National Survey of Graduates and Diplomates, he finds that individuals who specialize early, as in the case of England, are more likely to switch to an unrelated occupation, implying that the benefits to increased match quality are sufficiently large to outweigh the greater loss in skills from specializing early. With regard to instruction, economists have made substantial progress in specifying and identifying the economic value of higher education, as it increases the value productivity of human agents as workers . . . the much neglected activity is that of discovering talent. It, too, can be approached by treating it as a process which provides students with opportunities to discover whether they have the particular capabilities that are required for the type and level of education at which they are working. — Theodore W. Shultz (1968: 331)...
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...THE IMPACT OF DATA MINING ON MARKET PLACE Abstract Knowledge discovery and data mining are powerful automated data analysis tools and they are predicted to become the most frequently used analytical tools in the near future. This article has shed light on the various market places that arises due to the data mining function. Data mining is concerned with the secondary analysis of large market place in order to find previously unknown relationships which are of importance to the organization owners. New problem arises, is that brand works according to the customer demand or not so the organization conduct research to know what the customer want and which way through satisfy the customer. Data mining enable us to discover the hidden pattern of knowledge in market place that is previously unknown. These discoveries of new channels help the organization work according to the customer demand and segmented the customers to maintain the share in the market. In this research also discuss the social network that organization used to advertised there brand in the market to aware the customers about the brand. In this research the data mining relationship with market place is found to be positively and semi strong. The objective of the research were to: create a general awareness about the impact of data mining on consumer demand and social network, to identify the market place those that are affected by data mining and to take preventive measures to prevent these consumer demand and social...
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...MANAGEMENT PRACTICE S.A.I.M. S.A.I.M. CASE-STUDY WORKBOOK Prepared by Dr Norris W Dalton. Copyright 2002 SAIM Management Practice 1 Copyright @ 2002 - South African Institute of Management All rights reserved. No part of this publication may be reproduced or transmitted in any form by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from SAIM. Copyright @ 2002 Copyright 2002 SAIM First Edition (2002) Management Practice 2 MANAGEMENT PRACTICE CASE-STUDY WORKBOOK CONTENTS Page 1. Introduction. 5 2. Management in Context. 7 3. Learning to be a manager. 9 4. Case-study analysis. 11 5. Problem-solving and decision-making. 14 6. Caselets: First-line and Middle-management (Tactical/operational levels). 21 7. Case-studies: Executive / Senior management (transitional / strategic level). 119 8. Case-studies: Management failures (Reference studies). 173 9. Lessons: 201 Business {Managerial) Failure. 10. References and Further Reading. Copyright 2002 SAIM 207 Management Practice 3 Copyright 2002 SAIM Management Practice 4 MANAGEMENT PRACTICE Management Principles are easy; Management Practice is difficult. 1. Introduction The Theory of Management (20%) is easy and can be learnt in a classroom setting, since it relates to knowledge acquisition and book-learning...
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...Eastern Asian Enterprise Structures and tlie Comparative Analysis of Forms of Business Organization Richard D. Whitley Abstract Richard D. Whitley Manchester Business School, Manchester, U.K. The economic success of different forms of business organization in East Asian countries emphasizes the variety of viable enterprise structures and suggests the need for a comparative analysis of how they develop and operate in different societal contexts. Major differences between East Asian business 'recipes' include the range of activities that are authoritatively coordinated, their pattems of development, the ways in which they are organized and controlled and the organization of inter enterprise relations. These differences suggest eight major dimensions on which dominant enterprise structures in different societies can be compared and how their development can be linked to major social institutions. Introduction Organization Studies 1990,11/1:047-074 © 1990 EGOS 0170-8406/90 0011-0003 $1.00 The economic success of Japanese firms over the past 40 years has emphasized the viability of alternatives to United States management structures and practices, as well as highlighting the limited generality of the business strategy-structure relationships identified by Chandler (Alford 1976; Kagono et al. 1985: 99-110; Maurice et al. 1986). Whereas it may have seemed reasonable in the 1960s and 1970s to regard Japanese organizational practices and forms as temporary stepping stones...
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...1 Table of Contents Executive Summary ............................................................................................... 3 Intro ...................................................................................................................... 4 Issues & Outlook Profile ......................................................................................... 6 Mission and Strategy ........................................................................................................................................ 6 Key Issues .............................................................................................................. 8 Slow to Innovate ................................................................................................................................................. 8 PC Market in Decline ........................................................................................................................................ 8 Mobile Device’s Poor Performance ............................................................................................................ 9 The External Environment .................................................................................... 10 PESTEL Analysis ............................................................................
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...Textile “Fabric” redirects here. For other uses, see Fabric (disambiguation) and Textile (disambiguation). A textile[1] or cloth[2] is a flexible material consist- A small fabric shop in canal town Al-Mukalla, Yemen Sunday textile market on the sidewalks of Karachi, Pakistan Simple textile (magnified) Late antique textile, Egyptian, now in the Dumbarton Oaks col- ing of a network of natural or artificial fibres (yarn or lection thread). Yarn is produced by spinning raw fibres of wool, flax, cotton, or other material to produce long strands.[3] used for a specific purpose (e.g., table cloth). Textiles are formed by weaving, knitting, crocheting, knotting, or felting. The words fabric and cloth are used in textile assembly trades (such as tailoring and dressmaking) as synonyms for textile. However, there are subtle differences in these terms in specialized usage. Textile refers to any material made of interlacing fibres. Fabric refers to any material made through weaving, knitting, spreading, crocheting, or bonding that may be used in production of further goods (garments, etc.). Cloth may be used synonymously with fabric but often refers to a finished piece of fabric 1 Etymology The word 'textile' is from Latin, from the adjective textilis, meaning 'woven', from textus, the past participle of the verb texere, 'to weave'.[4] The word 'fabric' also derives from Latin, most recently from the Middle French fabrique, or 'building, thing made', and earlier as...
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...Rastafari This page intentionally left blank Rastafari From Outcasts to Culture Bearers Ennis Barrington Edmonds 2003 198 Madison Avenue, New York, New York 10016 Oxford University Press is a department of the University of Oxford It furthers the University's objective of excellence in research, scholarship, and education by publishing worldwide in Oxford New York Auckland Bangkok Buenos Aires Cape Town Chennai Dar es Salaam Delhi Hong Kong Istanbul Karachi Kolkata Kuala Lumpur Madrid Melbourne Mexico City Mumbai Nairobi São Paulo Shanghai Taipei Tokyo Toronto Oxford is a registered trade mark of Oxford University Press in the UK and in certain other countries Copyright © 2003 by Ennis Barrington Edmonds The moral rights of the authors have been asserted Database right Oxford University Press (maker) 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, without the prior permission in writing of Oxford University Press, or as expressly permitted by law, or under terms agreed with the appropriate reprographics rights organization. Enquiries concerning reproduction outside the scope of the above should be sent to the Rights Department, Oxford University Press, at the address above You must not circulate this book in any other binding or cover and you must impose this same condition on any acquirer Library of Congress Cataloging-in-Publication Data Edmonds...
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...MARKETING COMMUNICATIONS To Caroline, Arthur, Dan and Becky MARKETING COMMUNICATIONS JOHN EGAN Australia G Canada G Mexico G Singapore G Spain G United Kingdom G United States Marketing Communications John Egan Publishing Director John Yates Production Editor Lucy Mills Typesetter Newgen, India Text Design Design Deluxe Ltd, Bath, UK Publisher Jennifer Pegg Manufacturing Manager Helen Mason Production Controller Maeve Healy Printer Rotolito Lombarda S.p.A. Italy Development Editor Tom Rennie Marketing Executive Leo Stanley Cover Design www.mulcaheydesign.co.uk Copyright © 2007 Thomson Learning The Thomson logo is a registered trademark used herein under licence. For more information, contact Thomson Learning High Holborn House 50-51 Bedford Row London WC1R 4LR or visit us on the World Wide Web at: http://www.thomsonlearning.co.uk This edition published 2007 by Thomson Learning. All rights reserved by Thomson Learning 2007. The text of this publication, or any part thereof, may not be reproduced or transmited in any form or by any means, electronic or mechanical, including photocopying, recording, storage in an information retrieval system, or otherwise, without prior permission of the publisher. Every effort has been made to trace all the copyright holders, but if any have been inadvertently overlooked the publisher will be pleased to make the necessary arrangements at the first opportunity. Please contact the...
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