...2/26/2012 WEEK 1 INTRODUCTION: INTRODUCTION: MANAGERS AND PROFESSIONALS AS LEARNERS COMM5001 Dr. Lu (Nick) Wang Overview 2 Introduction What is BCEP and Why? Course outline Structure Expectations Requirements Managers and professionals as learners Introduction: Who is this man? 3 Dr. Lu (Nick) Wang, M.B.A., Ph.D. Lecturer School of Organisations and Management Australian School of Business Room 540, ASB nick.wang@unsw.edu.au 9385-6886 (office) Consultation Hour and Location Tuesday 16:00 – 17:00 pm, Room 540, ASB 1 2/26/2012 What is BCEP and Why: What Do Employers Want? 4 Top 4 issues occupying the minds of senior management: 1. 2. 3. 4. Continuing professional development Communication skills Personal skills Values and ethics Barker & Sarros (2002) Korean Airlines Boeing 747 5 Guam, 228 out of 254 on board were killed. August 6, 1997 1 reason for the crash – culture and communication style Avianca Airlines Flight 52 6 Coveneck, NY: 73 out of 158 killed (January 25, 1990) 2 reasons: language barriers & non-assertive behavior 2 2/26/2012 7 BUSINESS COMMUNICATION!!! (BC) Which high-profile company is this? 8 This company… made large donations to politicians influential in regulating its industry. benefited from the changes in regulations. Inflated its financial statements via complex...
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...[22:02:48] simas: Goal 1 [22:02:51] simas: Goal 2 [22:02:55] simas: and Goal 3 [22:02:59] simas: :) by eli goldratt [22:03:13] simas: than [22:03:17] simas: The choice [22:03:20] simas: by the same author [22:03:25] simas: :) a bit much harder [22:03:26] simas: read [22:03:35] simas: actually not an easy [22:03:36] simas: way [22:03:43] simas: read [22:03:47] simas: not way [22:03:56] simas: but still interesting [22:04:15] simas: Funky business [22:04:21] simas: i think there are 2 books [22:04:23] simas: funky business [22:04:26] simas: and funky business 2 [22:04:27] simas: :D [22:04:40] simas: han how to clone a blonde i think its called this way [22:04:45] simas: tipping oint [22:04:47] simas: point [22:05:05] Lusya: oki doki, these all sounds grrrreat! [22:05:22] simas: Who moved my chease [22:05:25] simas: ? [22:05:41] simas: Than [22:06:02] simas: Purple cow [22:06:03] Lusya: you read all of the above?! [22:06:07] simas: yeah [22:06:13] simas: maybe 1 or 2 books i havent [22:06:22] simas: dont remmber need to re read [22:06:24] simas: :D [22:06:29] Lusya: wow [22:06:45] Lusya: book possessed u r lol [22:06:54] simas: I read them during the years [22:06:55] simas: :)) [22:06:59] simas: soo not all now [22:07:00] simas: :)) [22:07:02] simas: but yeah [22:07:05] simas: let me se there are more [22:07:15] Lusya: very well done man, no seriously [22:11:41] simas: Now [22:11:42] simas: a [22:11:46] simas: list of books i did not read [22:11:49]...
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...Arab Academy for Science & Technology Graduate Scholl Of Business (AAGSB) Doki Brach Master of Business Administration Program (MBA) Academic Year (Spring 2012) Table Of Contents 1. Question 1: 3 2. Question 2: 4 3. Question 3: 5 4. Question 4: 6 5. Question 5: 7 6. Question 6: 8 7. Question 7: 9 i. Part A: 9 ii. Part B: 9 iii. Part B: 10 8. Question 8: 10 9. Bonus Question 10 10. References: 11 MBA Marketing Exam Take-Home Exam Feel free to use lecture notes, the text book, and any other source. I am looking for your line of reasoning and applications rather than listing of what is already found in the book or slides. Question 1: Do you think this company is following the differentiation or cost leadership strategy? Why? Which growth strategy (market development, product development, diversification and market penetration) did they follow to improve their product portfolio sales? Reviewing Dr. Pepper Snapple Group Inc. case and assessing the situation to dr. Michael Porter generic strategies of achieving and maintaining competitive advantage, we may see that the company mostly was following the differentiation strategy as it is offering differentiated products from its competitors in many terms including the packing and pricing [pic] ...
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...for youngsters. They changed the name to the Nintendo Excitement Framework (NES) and discharged it to the Americans. After the first buy in New York individuals get to be occupied with the new framework. Later the "Metroid" and "Zelda" recreations were discharged in the U.S. on the new NES reassure. The Legend of Zelda diversion was one of the first and foremost, top of the line recreations on the NES. Join, the primary character, turned into a Nintendo symbol like Mario (Jackass Kong) and Samus (Metroid). Japan was then acquainted with a subsequent meet-up Mario Bros. with the title of "Super Mario Bros." Yet tragically, America would not like to offer the diversion so Nintendo of America took an amusement named "Dream Processing plant: Doki Freeze" and changed the Bedouin looking characters to look like Mario and Luigi and included two new characters: Amphibian, a mobile mushroom looking individual, and Princess Peach Toadstool, the princess from Jackass Kong. In 1988 the Nintendo grain was made and it was known generally advantageous tasting oat ever. On the back of the cereal boxes were "Force Cards" that depicted such Nintendo characters as Mario Princess Peach, Zelda and the sky is the limit from there. The NES was sufficiently making benefit from both America and Japan that they chose to make another handheld framework. Obscure to Nintendo, this new framework will be the longest-offering support ever. The new framework was known as the Diversion Kid. The Amusement Kid...
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...Supplier Development at Honda, Nissan and Toyota: Comparative Case Studies of Organizational Capability Enhancement* Mari Sako Professor of Management Studies Said Business School University of Oxford Park End Street Oxford OX1 1HP, UK Email mari.sako@sbs.ox.ac.uk October 2002 * This study was funded by the International Motor Vehicle Program (IMVP), the UK Economic and Social Research Council, and the Japan Foundation. I am grateful to the interviewees at the three automakers and suppliers who gave generously of their time. I also appreciate the comments of many colleagues, and in particular those of Bill Lazonick. Abstract What factors facilitate and constrain the development and replication of organizational capabilities at suppliers? This question is addressed in a comparison of historical case studies at Toyota, Nissan and Honda in Japan. First, as expected, replication difficulty is overcome by enabling companies to share the process of accumulating tacit knowledge. Second, the interdependence in the hierarchy of routines, that constitute organizational capabilities, has led companies to broaden the scope of supplier development. Third, this broadening challenges suppliers to accept buyer companies’ intervention in internal investment decisions, requiring a certain type of corporate governance. It is argued that the boundary of a capability-based organization may go beyond legally distinct units of financial control when firms are subjected to a cumulative process...
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...Rewarded with a smile by exceeding your expectations Annual Report 2011 Year ended March 31, 2011 TOYOTA MOTOR CORPORATION Leading the way to the future of mobility A future mobility that links people with products and services Toyota's Global Vision not only calls for building better cars, but also expresses our goal of contributing to the creation of better communities. Toyota is developing new products and services for the future of mobility, with the goal of realizing practical, low-carbon mobility; new lifestyles; broad application of environmental technologies and infrastructure for safer mobility. Fruit Fruit Ever-better cars Develop vehicles that exceed expectations Enriching lives of communities Contribute to communities Contribute to the future of mobility Sustainable growth Constantly strive for the "ever-better cars" and "enriching lives of communities" goals by ensuring sustainable profitability with a long-term point of view. Trunk Stable business base Roots Toyota values The Toyoda Precepts Guiding Principles at Toyota The Toyota Way Tomorrow's environment-friendly vehicles, new business activities 2 Meeting challenging goals by engaging talents and passion Building cars that meet the needs of people in every region Toyota seeks to build ever-better cars that meet the needs of consumers and society, based on our principles of “customerfirst,” “genchi genbutsu” (onsite, handson experience) and “good quality, affordable...
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...CLIVE CUSSLER PAUL KEMPRECOS OGNISTY LÓD (Przełożył: Maciej Pintara) AMBER 2002 Prolog Odessa, Rosja 1918 rok Późnym popołudniem wiatr nagle zmienił kierunek i przygnał do portu gęstą mgłę. Szare wilgotne opary spowiły kamienne nabrzeża i kłębiły się nad monumentalnymi schodami. W ruchliwym porcie czarnomorskim nagle zrobiło się ciemno. Odwołano rejsy promów i statków pasażerskich. Mnóstwo marynarzy zostało bez zajęcia. Kapitan Anatolij Towrow szedł nabrzeżem w przenikliwie zimnej mgle. Słyszał wybuchy pijackiego śmiechu w zatłoczonych knajpach i burdelach. Minął główne skupisko barów, skręcił w zaułek i otworzył nieoznakowane drzwi. W nozdrza uderzyło go ciepłe powietrze przesycone dymem papierosowym i zapachem wódki. Tęgi gość przy stoliku w rogu przywołał go gestem. Aleksiej Fiodorow był szefem odeskich celników. Kiedy kapitan zawijał do portu, spotykał się z nim w tej spelunie, gdzie przesiadywali głównie emerytowani marynarze, a wódka nie była droga. Towrow czuł się samotny po śmierci żony i córki, które zginęły w czasie rewolucji. Fiodorow wydawał się dziwnie zgaszony. Zwykle tryskał humorem i żartował, że kelner zawyża rachunek. Teraz bez słowa zamówił kolejkę, unosząc dwa palce. Co dziwniejsze, zapłacił bez żadnych targów. Zniżył głos, poskubał nerwowo czarną szpiczastą bródkę i rozejrzał się niepewnie po innych stolikach, gdzie ogorzali marynarze pochylali się nad wódką. Uspokojony, że nikt nie podsłuchuje, uniósł...
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