...What is Susan's dilemma? Susan is faced with the dilemma of say something now and get fired (ie: accomplish little but do what's right) or put up with what is happening in an effort to change it when you are in a position of power. Susan's risk evaluation based on priorities - provides justification for her actions Risk of being ostracized and/or losing her job | ------------------------------------------------------------ | Risk of allowing people to continue stealing and becoming part of the problem She has to stand by while no one does anything to correct the problem that she knows is wrong. As a result, of poor management she is left with a decision to make. While her intentions are good she is not sure what is the most effective route to take to accomplishing her goals while still keeping the position. There is an element of self interest in this case, as with many ethical dilemmas. Susan could approach the co-workers and demand that they stop, this would turn the group against her and eventually be forced from her position. Alternatively, she could wait until she becomes a manager to change the actions but that would require her to "allow" the activity to continue. This creates a significant dilemma because she must sacrifice personal gain for her employer. She attempts to rationalize "allowing" the action as the best route to changing it. This also provides her with a stable job and the justification sheds light on how she weights her priorities...
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...Case Report On Dilemma at Devil’s Den Submitted to Dr. S Khan Submitted by : Group - 5 Aayush Shrivastava (2011005) Adarsh Kamath (2011012) Aditya Vikram (2011019) Akshay Shukla (2011026) Anchal Jain (2011033) Anshul Garg (2011040) Ashish Singh (2011047) INTRODUCTION Susan a business student at Mt Eagle College is working part time inside her campus snack bar ‘THE DEVIL’S DEN’ which is managed by contract with an external company COLLEGE FOOD SERVICE (CFS) Student employees involved are those who worked at night shifts and on the weekends. They are students at the college and are under supervision of another student, who held the position of manager. There was approx 30 student employees and 6 student mangers employed by CFS to supervise the DEN. During the day time CFS employed full time managers (non students). Student managers are previous employees chosen by other student managers and they received no formal training or written rules beyond what they had already learned working there. After working for a semester Susan became upset with some of happenings i.e. many employees were allowing their friends to take free food, employees themselves were also taking food in large quantities when leaving their shifts (against the policies). Employees and customers were taking advantage of situation whereby they could steal food almost whenever they wanted. Reasons behind these problems were employee’s wages were low...
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...Dilemma at Devils Den Allan R Cohen Abstract This paper explores the case study Dilemma at Devils Den, which was created by Allan R. Cohen from Babson College (2004), and focuses on a fictional student named Susan and an experience with a few problems that she has at her college’s campus snack bar, the Devil’s Den. This paper aims to discuss Susan’s problems that she has identified with the night operations at the Devil’s Den, and whether or not the night shift managerial team performs strategy execution processes adequately. Introduction Susan identifies that the main problem mainly has to do with the night shift operations at the Devil’s Den. She points out that she had been noticing the fact that many of the employees at the snack bar were simply allowing their friends to take snacks without having to pay for them at all. Susan also points out those employees were also taking the snacks for free themselves. While ordinarily this is not a problem, the employees are only allowed to take snacks when they are on duty, and it has become a common situation where the employees simply leave with food. According to Susan, it has gotten so bad that employees will take food in front of the customers, who then think it would be okay to take food without paying as well, leading to this becoming a problem as well. Another problem that Susan identifies is the fact that the employees were not doing anything to stop or challenge the customers from taking the snacks from the Den. Susan...
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...The Devil’s Den MGT 602 The Devil’s Den After reading the case, The Devil’s Den, which is a snack bar Susan works part time at while attending Mr. Eagle College it is obvious that management has failed at being able to execute a successful strategy. CFS lacks knowledge of what is going on at the snack bar and is unable to execute basic tasks. For competency building, CFS hired students who were freshman and sophomores looking for extra spending money. Their hiring process wasn’t based on hiring the right people for the job but hiring students who were willing to work part time and inconvenient hours. Since the job was low skilled, it was difficult to recruit from a better pool of candidates. According to an article in The Wall Street Journal (2011), employees are unable to get candidates not because the employees are not skilled but it is difficult to find candidates who are willing to accept jobs at the low wages offered. Good employees were hard to come by and there was a high turnover rate. Employees were not given formal training for the job so there were no guidelines to follow. Another problem is a company not taking the time to train employees (Cappelli, 2011) this is something CFS is guilty of. Not even student managers were given proper training as to what responsibilities they had to uphold or guidelines. Students were allowed to eat for free just as long as they were on the clock but CFS was not specific on the policy so students ate for free even...
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...Susan works part time at Devil’s Dan, a snack bar at her university. Her dilemma is that she does not know how to deal with the problems she has encountered at her job with the nigh shift operations. She is undecided whether she should do something or not. On one hand she can loose her job and jeopardize her future goals in becoming a student manager, in the other hand she can keep quiet and allow his coworkers continuing stealing from the snack bar. Her coworkers are dishonest; students are allow to get food while they are working but they are taking large amount of food when there shifts are over, which is not allowed, and they are also allowing their friends to do the same. Her job has a poor management team, managers do not do a good training, they are inexperience and do not pay attention of what is happening in the snack bar. There is lacks of rules and discipline, employee do what they want and management does not supervise them well. Management team has the responsibility of guide the employees and if there is a problem they are in charge of solving that problem and keep the company going. Since there is a weak management team, employees are not scared of loosing their job and they continue working in the same unethical behavior. There is a culture of indifference, if employees get caught management does not do anything, students managers allow their friends to take free food, and employee take money from cash register. Those actions are not a threat for them since...
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...Arthur A. Thompson, Jr. University of Alabama 1. J. mmmm m University of Alabama University of South Alabama Crafting and Executing Strategy The Quest for Competitive Advantage Concepts and Cases 17TH EDITION McGraw-Hill Irwin Boston Burr Ridge, IL Dubuque, IA New York San Francisco St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Irfbfl ®(f Part O n e Concepts and Techniques for Crafting and Executing Strategy 3 Section A: Introduction and Overview 1. What Is Strategy and Why Is It Important? 4 What Do We Mean by Strategy? 6 Strategy and the Quest for Competitive Advantage 7 Identifying a Company s Strategy 10 Why a Company's Strategy Evolves over Time 11 A Company s Strategy Is Partly Proactive and Partly Reactive 11 Strategy and Ethics: Passing the Test of Moral Scrutiny What Makes a Strategy a Winner? 15 13 14 The Relationship between a Company's Strategy and Its Business Model Why Are Crafting and Executing Strategy Important? 17 17 Good Strategy + Good Strategy Execution = Good Management Illustration Capsules 1.1. Starbucks' Strategy in the Specialty Coffee Industry 8 1.2. Microsoft and Red Hat: Two Contrasting Business Models 16 2. Leading the Process of Crafting and Executing Strategy 22 What Does the Strategy-Making, Strategy-Executing Process Entail? Phase 1: Developing a Strategic Vision 24 28 How a Strategic...
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...Dictionary of English Idioms & Idiomatic Expressions Dictionary of English Idioms & Idiomatic Expressions .......................................... 1 ~ A ~ ..................................................................................................................... 1 ~ B ~ ..................................................................................................................... 3 ~ C ~ .................................................................................................................... 8 ~ D ~ .................................................................................................................. 11 ~ E ~ ................................................................................................................... 14 ~ F ~ ................................................................................................................... 15 ~ G ~ .................................................................................................................. 17 ~ H ~ .................................................................................................................. 19 ~ I ~ .................................................................................................................... 22 ~ J ~ ................................................................................................................... 24 ~ K ~ ...............................................................................................
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...GROUP INTERACTION JOURNAL ARTICLES Compiled by Lawrence R. Frey University of Colorado at Boulder Aamodt, M. G., & Kimbrough, W. W. (1982). Effects of group heterogeneity on quality of task solutions. Psychological Review, 50, 171-174. Abbey, D. S. (1982). Conflict in unstructured groups: An explanation from control-theory. Psychological Reports, 51, 177-178. Abele, A. E. (2003). The dynamics of masculine-agentic and feminine-communal traits: Findings from a prospective study. Journal of Personality and Social Psychology, 85, 768-776. Abele, A., Gendolla, G. H. E., & Petzold, P. (1998). Positive mood and in-group—out-group differentiation in a minimal group setting. Personality and Social Psychology Bulletin, 24, 1343-1357. Aberson, C. L., Healy, M., & Romero, V. (2000). Ingroup bias and self-esteem: A meta-analysis. Personality and Social Psychology Review, 4, 157-173. Abougendia, M., Joyce, A. S., Piper, W. E., & Ogrodniczuk, J. S. (2004). Alliance as a mediator of expectancy effects in short-term group psychotherapy. Group Dynamics: Theory, Research, and Practice, 8, 3-12. Abraham, A. (1973a). Group tensions as measured by configurations of different self and transself aspects. Group Process, 5, 71-89. Abraham, A. (1973b). A model for exploring intra and interindividual processes in groups. International Journal of Group Psychotherapy, 23, 3-22. Abraham, A. (1974-1975). Processes in groups. Bulletin de Psychogie, 28, 746-758. Abraham, A., Geffroy, Y., & Ancelin-Schutzenberger...
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...Supernatural: The Life of William Branham Book 6: The Prophet and His Revelation 1960 – 1965 by Owen Jorgensen 1 Acknowledgments: In a project of this magnitude, it is understandable that I should owe many people a debt of gratitude for their help. First of all I want to thank Pearry Green for his vision, his encouragement and his efforts in publishing and distributing these books. I also want to thank Saundra Miles, David Buckley, Jay Weber, and the other people who spent many hours editing and proof reading the six manuscripts in this series. Their suggestions helped to make this a better book and a more accurate account of William Branham‘s life. Also, I want to thank Steven and Kathy Strooh, who put these books into audio format for all those people who would rather listen than read. I must certainly thank those people who have translated these books into their native languages: Spanish, Portuguese, French, German, Russian, Norwegian, Hindi, and many other languages. Supernatural: the Life of William Branham took me 17 years to complete. I was 34 when I started and 51 when I finished. To put that into perspective, my four children were in grade school when I began writing this biography. By the time I finished, three of my children were married and I had nine grandchildren. During the 17 years I worked on this project, my life had its ups and downs. I want to thank everyone who prayed for me during those 17 years. Finally I want to thank my four children—Benaiah...
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...The Interpretation of Dreams Sigmund Freud (1900) PREFACE TO THE THIRD EDITION Wheras there was a space of nine years between the first and second editions of this book, the need of a third edition was apparent when little more than a year had elapsed. I ought to be gratified by this change; but if I was unwilling previously to attribute the neglect of my work to its small value, I cannot take the interest which is now making its appearance as proof of its quality. The advance of scientific knowledge has not left The Interpretation of Dreams untouched. When I wrote this book in 1899 there was as yet no "sexual theory," and the analysis of the more complicated forms of the psychoneuroses was still in its infancy. The interpretation of dreams was intended as an expedient to facilitate the psychological analysis of the neuroses; but since then a profounder understanding of the neuroses has contributed towards the comprehension of the dream. The doctrine of dream-interpretation itself has evolved in a direction which was insufficiently emphasized in the first edition of this book. From my own experience, and the works of Stekel and other writers, [1] I have since learned to appreciate more accurately the significance of symbolism in dreams (or rather, in unconscious thought). In the course of years, a mass of data has accumulated which demands consideration. I have endeavored to deal with these innovations by interpolations in the text and footnotes. If these additions do...
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...Instructor’s Manual and Test Bank to accompany A First Look at Communication Theory Sixth Edition Em Griffin Wheaton College prepared by Glen McClish San Diego State University and Emily J. Langan Wheaton College Published by McGrawHill, an imprint of The McGrawHill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright Ó 2006, 2003, 2000, 1997, 1994, 1991 by The McGrawHill Companies, Inc. All rights reserved. The contents, or parts thereof, may be reproduced in print form solely for classroom use with A First Look At Communication Theory provided such reproductions bear copyright notice, but may not be reproduced in any other form or for any other purpose without the prior written consent of The McGrawHill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. PREFACE Rationale We agreed to produce the instructor’s manual for the sixth edition of A First Look at Communication Theory because it’s a first-rate book and because we enjoy talking and writing about pedagogy. Yet when we recall the discussions we’ve had with colleagues about instructor’s manuals over the years, two unnerving comments stick with us: “I don’t find them much help”; and (even worse) “I never look at them.” And, if the truth be told, we were often the people making such points! With these statements in mind, we have done some serious soul-searching about the texts that so many teachers—ourselves...
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...Idioms and Expressions by David Holmes A method for learning and remembering idioms and expressions I wrote this model as a teaching device during the time I was working in Bangkok, Thailand, as a legal editor and language consultant, with one of the Big Four Legal and Tax companies, KPMG (during my afternoon job) after teaching at the university. When I had no legal documents to edit and no individual advising to do (which was quite frequently) I would sit at my desk, (like some old character out of a Charles Dickens’ novel) and prepare language materials to be used for helping professionals who had learned English as a second language—for even up to fifteen years in school—but who were still unable to follow a movie in English, understand the World News on TV, or converse in a colloquial style, because they’d never had a chance to hear and learn common, everyday expressions such as, “It’s a done deal!” or “Drop whatever you’re doing.” Because misunderstandings of such idioms and expressions frequently caused miscommunication between our management teams and foreign clients, I was asked to try to assist. I am happy to be able to share the materials that follow, such as they are, in the hope that they may be of some use and benefit to others. The simple teaching device I used was three-fold: 1. Make a note of an idiom/expression 2. Define and explain it in understandable words (including synonyms.) 3. Give at least three sample sentences to illustrate how the expression is used...
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...книг выложен группой vk.com/create_your_english The Project Gutenberg EBook of Ivanhoe, by Walter Scott This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at www.gutenberg.org Title: Ivanhoe A Romance Author: Walter Scott Release Date: June 25, 2008 [EBook #82] Last Updated: November 6, 2012 Language: English *** START OF THIS PROJECT GUTENBERG EBOOK IVANHOE *** Produced by John P. Roberts, Jr. and David Widger IVANHOE книг выложен группой vk.com/create_your_english A ROMANCE книг выложен группой vk.com/create_your_english By Sir Walter Scott Now fitted the halter, now traversed the cart, And often took leave,—but seemed loath to depart! 1 —Prior. CONTENTS INTRODUCTION TO IVANHOE. DEDICATORY EPISTLE IVANHOE. CHAPTER I CHAPTER II CHAPTER III CHAPTER IV CHAPTER V CHAPTER VI CHAPTER VII CHAPTER VIII CHAPTER IX CHAPTER X CHAPTER XI CHAPTER XII CHAPTER XIII CHAPTER XIV CHAPTER XV CHAPTER XVI CHAPTER XVII CHAPTER XVIII CHAPTER XIX CHAPTER XX CHAPTER XXI CHAPTER XXII CHAPTER XXIII CHAPTER XXIV CHAPTER XXV CHAPTER XXVI CHAPTER XXVII CHAPTER XXVIII CHAPTER XXIX CHAPTER XXX CHAPTER XXXI CHAPTER XXXII. CHAPTER XXXIII CHAPTER XXXIV CHAPTER XXXV CHAPTER XXXVI CHAPTER XXXVII CHAPTER XXXVIII CHAPTER XXXIX CHAPTER XL CHAPTER XLI ...
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...THE PDMA HANDBOOK OF NEW PRODUCT DEVELOPMENT T HIRD E DITION Kenneth B. Kahn, Editor Associate Editors: Sally Evans Kay Rebecca J. Slotegraaf Steve Uban JOHN WILEY & SONS, INC. Cover image: © Les Cunliffe/iStockphoto Cover design: Elizabeth Brooks This book is printed on acid-free paper. Copyright © 2013 by John Wiley & Sons, Inc. All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 7486008, or online at www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of...
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...IIBM Institute of Business Management Business Communication www.iibmindia.in SYLLABUS Business Communication S. No. Description 1 Communication in Business Organizations: Introduction; Meaning of Business Communication; Types of Information Exchanged in Business Organizations; Role of Communication in Business Organizations; Importance of Communication in Management of Business Organizations; Scope of Communication in Organizational Setting; Characteristics of Effective Business Communication; Ethical challenges and Traps in Business Communication; Role of Communication in Three Managerial Roles Defined by Henry Mintzberg 2 Nature, Scope and Process of Communication: Introduction; Defining Communication; Nature of Communication; Objectives/Purpose of Communication; Functions of Communication; Process of Communication; Elements of Communication Process; Process of Communication: Models; Thill and Bovee‘s Model of Communication Process; Working of the Process of Communication; Forms of Communication; On the Basis of Expression/Medium Used; On the Basis of Organisational Structure; On the Basis of the Number of Persons 2.13 (receivers); On the Basis of Direction/Flow of Communication 3 Channels and Networks of Communication: Introduction; Channels of Communication; Communication Flow in Organizations: Directions/Dimensions of Communication; The Concept of Ombudsperson; Patterns of Flow of Communication or Networks; Factors Influencing...
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