...1.. The disadvantages Elaine faces are her husband can possibly lose his job because of his commissions slipping. This can jeopardize their Childs education, the can lose their home, and Elaine can possibly lose commission on a big loan because of a of her decision not to grant a loan that is an investment of 10 billion dollars over a period of years. The advantage Elaine has is to go along with all of the loans and she will make a great commission and if her husband does lose his job she will be able to hold the family together financially for a long period of time. 2. What are the ethical and legal considerations facing Elaine, dennis, and UBC? Ethically Elaine is facing making a decision on something that is morally wrong to her and right to the company. The company feels her moral outrage is negatively impacting the company from profiting. Legally Elaine may face charges if she go along with a investment that can make the company money but will soon come back on the company and she will be held responsible and can later get fired. 3. Discuss the moral Philosophies that may be relevant to this situation. The Moral Philosophy that may be relevant to this situation is the Utilitarian. The Utilitarian believes the decisions that are made result in the best action made. In Elaine’s case feels company will gain a lot if she decides to go will a billion dollar investment, because it can benefit a lot of people. The other Moral Philosophy would be Deontology. Deontology focuses...
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...SHRM FOUNDATION’S EFFECTIVE PRACTICE GUIDELINES Selection Assessment Methods A guide to implementing formal assessments to build a high-quality workforce Elaine D. Pulakos SHRM FOUNDATION’S EFFECTIVE PRACTICE GUIDELINES Selection Assessment Methods A guide to implementing formal assessments to build a high-quality workforce Elaine D. Pulakos This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM©). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2005 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in...
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...We’re nger stro ther toge The GenderWorks Toolkit is a practical, two-part guide to help: • Women’s groups campaign successfully on issues of gender, poverty and social exclusion and • Public bodies meet their obligations under equalities legislation and tackle poverty among women more effectively. The GenderWorks Toolkit ontents C Acknowledgements and Foreword 4 Toolkit credits plus how to order copies. A GenderWorks training participant and member of the Saheli Asian Women’s Group explains why this toolkit is so useful. Introduction 6 Why women? A look at the links between gender and poverty, and the need for women-only services. Women’s groups – the confidence to campaign 17 Real Women, Real Power 18 Five inspiring stories of women’s groups who achieved change in very different ways. Top tips for successful campaigning 32 Key messages from real women on how to achieve your aims. Self-analysis 34 Exercises and case studies to help you think about your group and how you can best achieve change. Lobbying letters 48 Practical examples to help you communicate with a range of audiences. Language, terminology and human rights 54 A look at the language used around issues of gender and poverty, and why switching the debate from needs to rights is important. If you’ve got a minute… 58 Practical suggestions about what...
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...The Purchase of Moral Satisfaction ( Richard O. Zerbe Jr. Abstract The debate over whether moral sentiments should be included in normative economic analysis offers the arguments that inclusion is unnecessary as results are the same, that inclusion can result in double counting and will result in acceptance of projects that fail to pass a potential compensation test. I show that these arguments are unpersuasive or incorrect. Instead the inclusion of moral sentiments has potential to improve normative analysis. This is illustrated by comparing the standard criteria for benefit cost analysis (Kaldor-Hicks) that does not include moral sentiments with a modification (KHZ) that does. KHZ dominates KH even by the principles of KH itself. JEL Codes: Q20, D6, D63, D64 I. Introduction The practical criteria for economic efficiency, the Kaldor-Hicks (KH) criteria, have existed for over sixty years, without the profession fully facing the issue of whether or not moral sentiments should be included in normative economic analysis. In part this is due to historical reasons, in part to normal inertia associated with any academic discipline, in part because of the recent interest in moral sentiments in the form of existence values and in part because of objections raised to inclusion of moral sentiments. This paper concerns two issues. The first is whether or not it is desirable to include moral sentiments in welfare analysis. The answer to this question...
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...EPG SHRM Foundation’s Effective Practice Guidelines Series Building a High-Performance Culture: A Fresh Look at Performance Management By Elaine D. Pulakos, Rose A. Mueller-Hanson, Ryan S. O’Leary, and Michael M. Meyrowitz Sponsored by Halogen Building a High-Performance Culture: A Fresh Look at Performance Management This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM©). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2012 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in any form or by any means...
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...higher-order model yields seven core elements: self–brand integration, passion-driven behaviors, positive emotional connection, long-term relationship, positive overall attitude valence, attitude certainty and confidence (strength), and anticipated separation distress. In addition to these seven core elements of brand love itself, the prototype includes quality beliefs as an antecedent of brand love and brand loyalty, word of mouth, and resistance to negative information as outcomes. Both the firstorder and higher-order brand love models predict loyalty, word of mouth, and resistance better, and provide a greater understanding, than an overall summary measure of brand love. The authors conclude by presenting theoretical and managerial implications. Keywords: brand management, brand attachment, brand loyalty, brand relationships, brand commitment lthough for decades researchers have studied how consumers form “like–dislike” attitudes toward brands, the past few years have seen a burgeoning interest among both practitioners and academics in consumers’ “love” for brands.1 Among practitioners, Roberts’s (2004) book Lovemarks expresses increased interest in this topic, and Bauer, Heinrich, and Albrecht (2009) recently documented a growing use of the concept of love in advertising. Academic research on brand love or...
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...CASE 21 The Not-So-Wonderful World of EuroDisney*—Things Are Better Now at Disneyland Resort Paris BONJOUR, MICKEY! In April 1992, EuroDisney SCA opened its doors to European visitors. Located by the river Marne some 20 miles east of Paris, it was designed to be the biggest and most lavish theme park that Walt Disney Company (Disney) had built to date—bigger than Disneyland in Anaheim, California; Disneyworld in Orlando, Florida; and Tokyo Disneyland in Japan. Much to Disney management’s surprise, Europeans failed to “go goofy” over Mickey, unlike their Japanese counterparts. Between 1990 and early 1992, some 14 million people had visited Tokyo Disneyland, with three-quarters being repeat visitors. A family of four staying overnight at a nearby hotel would easily spend $600 on a visit to the park. In contrast, at EuroDisney, families were reluctant to spend the $280 a day needed to enjoy the attractions of the park, including les hamburgers and les milkshakes. Staying overnight was out of the question for many because hotel rooms were so high priced. For example, prices ranged from $110 to $380 a night at the Newport Bay Club, the largest of EuroDisney’s six new hotels and one of the biggest in Europe. In comparison, a room in a top hotel in Paris cost between $340 and $380 a night. Financial losses became so massive at EuroDisney that the president had to structure a rescue package to put EuroDisney back on firm financial ground. Many French bankers questioned the initial financing...
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...CASE 21 The Not-So-Wonderful World of BONJOUR, MICKEY! In April 1992, EuroDisney SCA opened its doors to European visitors. Located by the river Marne some 20 miles east of Paris, it was designed to be the biggest and most lavish theme park that Walt Disney Company (Disney) had built to date—bigger than Disneyland in Anaheim, California; Disneyworld in Orlando, Florida; and Tokyo Disneyland in Japan. Much to Disney management’s surprise, Europeans failed to “go goofy” over Mickey, unlike their Japanese counterparts. Between 1990 and early 1992, some 14 million people had visited Tokyo Disneyland, with three-quarters being repeat visitors. A family of four staying overnight at a nearby hotel would easily spend $600 on a visit to the park. In contrast, at EuroDisney, families were reluctant to spend the $280 a day needed to enjoy the attractions of the park, including les hamburgers and les milkshakes. Staying overnight was out of the question for many because hotel rooms were so high priced. For example, prices ranged from $110 to $380 a night at the Newport Bay Club, the largest of EuroDisney’s six new hotels and one of the biggest in Europe. In comparison, a room in a top hotel in Paris cost between $340 and $380 a night. Financial losses became so massive at EuroDisney that the president had to structure a rescue package to put EuroDisney back on firm financial ground. Many French bankers questioned the initial financing, but the Disney response was that their views reflected...
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...RESEARCH and WRITING CUSTOM EDITION Taken from: Writing Research Papers: A Complete Guide, Eleventh Edition by James D. Lester and James D. Lester, Jr. To the Point: Reading and Writing Short Arguments by Gilbert H. Muller and Harvey S. Wiener ISBN 0-558-55519-5 Research and Writing, Custom Edition. Published by Pearson Custom Publishing. Copyright © 2006 by Pearson Custom Publishing. Taken from: Writing Research Papers: A Complete Guide, Eleventh Edition by James D. Lester and James D. Lester, Jr. Copyright © 2005 by Pearson Education, Inc. Published by Pearson Longman, Inc. New York, New York 10036 To the Point: Reading and Writing Short Arguments by Gilbert H. Muller and Harvey S. Wiener Copyright © 2005 by Pearson Education, Inc. Published by Pearson Longman, Inc. Copyright © 2006 by Pearson Custom Publishing All rights reserved. Permission in writing must be obtained from the publisher before any part of this work may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system. All trademarks, service marks, registered trademarks, and registered service marks are the property of their respective owners and are used herein for identification purposes only. Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 ISBN 0-536-97722-4 2005240359 AP Please visit our web site at www.pearsoncustom.com ISBN 0-558-55519-5 PEARSON CUSTOM PUBLISHING ...
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...PHILIPPINES COLLEGE OF ENGINEERING 716-62-73 In partial fulfillment for the requirements in Ergonomics EXPERIMENT 1: ANTHROPOMETRIC PRINCIPLES IN WORKSPACE AND EQUIPMENT DESIGN Submitted by: Galang, Aaron Benedict C. Gatdula, Geiana Kersha C. Lavarias, Rochelle Anne C. Lualhati, Lyndon A. Manalo, Brenda C. Mantes, Diovani Jr., J. Martires, Lezeil B. Mecate, Mark Paul C. Mirano, Charmaine M. Noveda, Engilbert C. Yumol, Michael John A. B.S. Industrial Engineering 4-3 Submitted to: Engr. Elaine Rodriguez Adviser Date: July 10, 2014 EXPERIMENT 1: ANTHROPOMETRIC PRINCIPLES IN WORKSPACE AND EQUIPMENT DESIGN I. THEORETICAL BACKGROUND Anthropometry, sizes so you need to take these physical characteristics into account whenever you design anything that someone will use, from something. This is the branch of ergonomics that deals with the body shape and size. People come in all shapes and as simple as a pencilte something complex as a car. The word “anthropometry” means measurement of the human body. It is derived from Greek word anthropos (“man”) and metron (“measure”). Anthropometric data are used in ergonomics to specify physical dimension of workplaces, equipment, furniture, and clothing so as to “fit the task to...
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...Instructor’s Manual to Accompany The Longman Writer Rhetoric, Reader, Handbook Fifth Edition and The Longman Writer Rhetoric and Reader Fifth Edition Brief Edition Judith Nadell Linda McMeniman Rowan University John Langan Atlantic Cape Community College Prepared by: Eliza A. Comodromos Rutgers, The State University of New Jersey New York San Francisco Boston London Toronto Sydney Tokyo Singapore Madrid Mexico City Munich Paris Cape Town Hong Kong Montreal NOTE REGARDING WEBSITES AND PASSWORDS: If you need a password to access instructor supplements on a Longman book-specific website, please use the following information: Username: Password: awlbook adopt Senior Acquisitions Editor: Joseph Opiela Senior Supplements Editor: Donna Campion Electronic Page Makeup: Big Color Systems, Inc. Instructor’s Manual to accompany The Longman Writer: Rhetoric, Reader, Handbook, 5e and The Longman Writer: Rhetoric and Reader, Brief Edition, 5e, by Nadell/McMeniman/Langan and Comodromos Copyright ©2003 Pearson Education, Inc. All rights reserved. Printed in the United States of America. Instructors may reproduce portions of this book for classroom use only. All other reproductions are strictly prohibited without prior permission of the publisher, except in the case of brief quotations embodied in critical articles and reviews. Please visit our website at: http://www.ablongman.com ISBN: 0-321-13157-6 1 2 3 4 5 6 7 8 9 10 - D O H - 05 04 03 02 CONTENTS ...
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...Cornell Hotel and Restaurant Administration Quarterly http://cqx.sagepub.com Why Restaurants Fail H. G. Parsa, John T. Self, David Njite and Tiffany King Cornell Hotel and Restaurant Administration Quarterly 2005; 46; 304 DOI: 10.1177/0010880405275598 The online version of this article can be found at: http://cqx.sagepub.com/cgi/content/abstract/46/3/304 Published by: http://www.sagepublications.com On behalf of: The Center for Hospitality Research of Cornell University Additional services and information for Cornell Hotel and Restaurant Administration Quarterly can be found at: Email Alerts: http://cqx.sagepub.com/cgi/alerts Subscriptions: http://cqx.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Downloaded from http://cqx.sagepub.com at Blue Mountains Hotel School on October 25, 2009 © 2005 CORNELL UNIVERSITY DOI: 10.1177/0010880405275598 Volume 46, Number 3 304-322 10.1177/0010880405275598 Why Restaurants Fail by H. G. PARSA, JOHN T. SELF DAVID NJITE, and TIFFANY KING , Past research on restaurant failures has focused mostly on quantitative factors and bankruptcy rates. This study explored restaurant ownership turnover rates using qualitative data, longitudinal data (19961999), and data from Dun and Bradstreet reports. In contrast to frequently repeated statistics, a relatively modest 26.16 percent of independent restaurants failed during the first year of...
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...CASE 21 The Not-So-Wonderful World of EuroDisney*—Things Are Better Now at Disneyland Resort Paris BONJOUR, MICKEY! In April 1992, EuroDisney SCA opened its doors to European visitors. Located by the river Marne some 20 miles east of Paris, it was designed to be the biggest and most lavish theme park that Walt Disney Company (Disney) had built to date—bigger than Disneyland in Anaheim, California; Disneyworld in Orlando, Florida; and Tokyo Disneyland in Japan. Much to Disney management’s surprise, Europeans failed to “go goofy” over Mickey, unlike their Japanese counterparts. Between 1990 and early 1992, some 14 million people had visited Tokyo Disneyland, with three-quarters being repeat visitors. A family of four staying overnight at a nearby hotel would easily spend $600 on a visit to the park. In contrast, at EuroDisney, families were reluctant to spend the $280 a day needed to enjoy the attractions of the park, including les hamburgers and les milkshakes. Staying overnight was out of the question for many because hotel rooms were so high priced. For example, prices ranged from $110 to $380 a night at the Newport Bay Club, the largest of EuroDisney’s six new hotels and one of the biggest in Europe. In comparison, a room in a top hotel in Paris cost between $340 and $380 a night. Financial losses became so massive at EuroDisney that the president had to structure a rescue package to put EuroDisney back on firm financial ground. Many French bankers questioned ...
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...Journal of Knowledge Management Knowledge management in organizations: examining the interaction between technologies, techniques, and people Ganesh D. Bhatt Article information: To cite this document: Ganesh D. Bhatt, (2001),"Knowledge management in organizations: examining the interaction between technologies, techniques, and people", Journal of Knowledge Management, Vol. 5 Iss 1 pp. 68 - 75 Permanent link to this document: http://dx.doi.org/10.1108/13673270110384419 Downloaded on: 28 September 2014, At: 06:01 (PT) References: this document contains references to 20 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 11983 times since 2006* Downloaded by University of Bahrain At 06:01 28 September 2014 (PT) Users who downloaded this article also downloaded: Karl M. Wiig, (1997),"Knowledge Management: An Introduction and Perspective", Journal of Knowledge Management, Vol. 1 Iss 1 pp. 6-14 Rory L. Chase, (2007),"The expanding world of knowledge management", Journal of Knowledge Management, Vol. 11 Iss 3 pp. Roelof P. uit Beijerse, (1999),"Questions in knowledge management: defining and conceptualising a phenomenon", Journal of Knowledge Management, Vol. 3 Iss 2 pp. 94-110 Access to this document was granted through an Emerald subscription provided by 382676 [] For Authors If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors...
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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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