...FOUNDATIONS OF BUSINESS THOUGHT Business 1050 – 005 #5947 Fall 2015 Monday Professor: W. Tim Miller Email: wtmiller@echelon-inc.com Text: Foundations of Business Thought, 1st edition, Boardman, Sandomir and Sondak (Gray cover) Outlines, notes, syllabus, handouts, etc., all be handled through Canvas. Bus1050, section 005, will meet Mondays a full 3 hours from 6:00 PM until 9:00 PM in SFEBB 160. We will use Canvas exclusively in this class for syllabus, handouts, notes, etc. Be familiar with Canvas. Foundations of Business Thought will introduce the student to the cultural, historical and philosophical thought surrounding the issues of business and commerce throughout the ages. By examining the words of great authors, we will get a sense of the timeless nature of business and make the observation that the issues currently facing individuals and business have their origins in writings centuries old and from a wide array of cultural and geographic underpinnings. A brief historical trace will be made to connect us to those businessmen and women who pursued many of the same goals we do today. The course will be divided into three semester sections with six functional areas, each followed by an Exam. A lecture outline is posted to Canvas in the week that section is started. Section 1: A. The Fundamentals of Business - We will read many of the classics of literature and philosophy to discern the authors' beliefs about business fundamentals and, in the...
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...Chapter 2: MANAGEMENT LEARNING PAST TO PRESENT CHAPTER 2 TAKEAWAY QUESTIONS 1. What can be learned from classical management thinking? 2. What are the insights come from the behavioral management approaches? 3. What are the foundations of modern management thinking? CHAPTER 2 LEARNING OBJECTIVES After completing this chapter, students should be able to: • State the underlying assumption of the classical management approaches. • List the principles of Taylor’s scientific management. • List three of Fayol’s “principles” for guiding managerial action. • List the key characteristics of bureaucracy and explain why Weber considered it an ideal form of organization. • Identify possible disadvantages of bureaucracy in today’s environment. • Explain Follett’s concept of organizations as communities. • Define the Hawthorne effect. • Explain how the Hawthorne findings influenced the development of management thought. • Explain how Maslow’s hierarchy of needs operates in the workplace. • Distinguish between Theory X and Theory Y assumptions, and explain why McGregor favored Theory Y. • Explain Argyris’s criticism that traditional organizational practices are inconsistent with mature adult personalities. • Define system, subsystem, and open system. • Apply these concepts to describe the operations of an organization in your community. • Define contingency thinking, knowledge management, and a learning organization. • List characteristics...
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...com/view/en_US/us/About/university-relations/Deloitte-Foundation/0ac1264f0b0fb110VgnVCM100000ba42f00aRCRD.htm • FASB codification—password to be handed out in class. You may log in at http://aaahq.org/ascLogin.cfm Objectives This course examines: • How accounting principles are established and monitored by standard setters. • The strengths and weaknesses of various accounting methods and how applications of such methods affect decisions of users and preparers of financial statements. • Current issues facing standard setters and the profession. Grades will be determined as follows: 1. Class participation 45 possible points 2. Financial reporting timeline 5 possible points 3. Mini-cases (Trueblood, FASB, HBS or similar) 35 possible points 4. Problem sets and discussion question write-ups 30 possible points 5. Group presentation 10 possible points 6. Research paper 20 possible points 7. Final exam 5 possible points 150 possible points NOTE: I assume that you should plan to invest—at a minimum—three hours of time outside of class for every credit hour in class. Thus, for this 3-credit class, you should plan to invest at least nine hours per week in preparation and homework—plus three hours in class. Class participation. For each class, you must be prepared to respond to questions and contribute to discussion about the assigned readings. Obviously,...
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...Qasim Limited Financial Analysis Report Period coverage: 1st January 2012 to 31st December 2012 Prepared and Presented by: Dr. Babur Zahiruddin Raza, Corporate Office Consultant in Human Resources & Master Trainer in H.R Applications Research Consultant Mr. J. S Khan IT Consultant Mr. Raheel Rustam Ph: 051-5584905, 5792836 Cell: 0332 – 4923235 Email: baburzahiruddin@yahoo.com, TABLE OF CONTENTS SR no | Description | Page no | 1 | Financial analysis approach ----------------------------------------------- | 3 | 2 | Analytical review --------------------------------------------------------- | 4 | 3 | Key discussion points for AGM ---------------------------------------- | 8 | | | | | | | | | | | | | | | | 1. FINANCIAL ANALYSIS APPROACH I have adopted following approach to perform holistic and integrated financial analysis of Fauji Fertilizer Bin Qasim Limited-FFBL Environmental analysis Industry analysis Operational review of FFBL Financial analysis The under mentioned documents are essential to perform comprehensive analysis of financial position, performance and cash position. 1. Business plan-Year 2013 to 2015 2. Approved budget-Year 2013 to 2015 3. Annual report of Year 2012 4. Audited financial statements-Year 2012 5. Internal audit charter / Terms of reference for internal audit 6. Internal audit reports 7. Audit engagement letters 8. Management letter / Letter...
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...Chapter 01 Introduction to Accounting and Financial Reporting for Governmental and Not-for-Profit Entities True / False Questions 1. Special purpose governments generally provide a wider range of services to their residents than do general purpose governments. True False 2. Examples of general purpose governments include cities, towns, and public schools that receive tax revenue to finance the services they provide. True False 3. The Governmental Accounting Standards Board (GASB) is the body authorized to establish accounting principles for all state and local governments, both general purpose and special purpose. True False 4. The Governmental Accounting Standards Board (GASB) is the body authorized to establish accounting principles for all government entities. True False 5. The Financial Accounting Standards Board (FASB) is the body authorized to establish accounting principles for all colleges and universities and health care entities. True False 6. Neither governmental nor not-for-profit entities have residual equity that can be distributed to owners. True False 7. A characteristic common to governmental and not-for-profit organizations is that they do not exist to provide goods or services at a profit or profit equivalent. True False 8. The needs of users of government financial reports are the same as those of users of business entity financial reports. True False 9. The Federal...
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...corporate bankruptcy filings at that time. When the investigations commenced and the tangled Enron web was unraveled, it was discovered that Enron had perpetrated a very sophisticated form of accounting fraud through its repeated use of what are referred to as Special Purpose Entities (“SPEs”). In their most basic forms, SPEs are business entities formed for the purpose of conducting a well specified activity such as construction of a gas pipeline, or collection of a specific group of accounts receivable. However, because of their complex nature, SPEs can be used to manipulate a corporation’s financial results, which was the primary use for which Enron employed the SPE structure. As a result, the investment and financial community has cast a dark cloud over the special purpose entity, depicting the SPE as an inherently evil structure whose only purpose is to defraud, obfuscate and manipulate a company’s financial results. The purpose of this piece is to challenge this assumption and conclusion as incorrect. This article shows how the SPE abuse Enron perpetrated was neither an indictment of the SPE or the accounting regime under which Enron was operating, but of individuals who intentionally ran afoul of the accounting and disclosure rules that were...
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...This page intentionally left blank Lut12575_fm_i-xxvi.indd Page i 2/10/11 2:28 PM user-f494 /203/MHBR222/Lut12575_disk1of1/0078112575/Lut12575_pagefiles International Management Culture, Strategy, and Behavior Eighth Edition Fred Luthans University of Nebraska–Lincoln Jonathan P. Doh Villanova University Lut12575_fm_i-xxvi.indd Page ii 2/11/11 2:35 PM user-f494 /203/MHBR222/Lut12575_disk1of1/0078112575/Lut12575_pagefiles INTERNATIONAL MANAGEMENT: CULTURE, STRATEGY, AND BEHAVIOR, EIGHTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on recycled, acid-free paper containing 10% postconsumer waste. 1 2 3 4 5 6 7 8 9 0 QDB/QDB 1 0 9 8 7 6 5 4 3 2 1 ISBN 978-0-07-811257-7 MHID 0-07-811257-5 Vice President & Editor-in-Chief: Brent Gordon Vice President, EDP/Central Publishing...
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...Chapter 2: Strategy and Human Resources Planning If nothing else, my students should learn that… • It is important for HRM to align its policies and processes with the business strategy in order to provide value to the organization (external fit), and that the policies and processes are mutually reinforcing (internal fit). HR planning follows the same pattern as organizational strategic planning, and hence the two processes are complementary. • In order to evaluate the effectiveness of strategy, it is imperative to take the ‘people side’ into consideration. Sole reliance on financial documents (e.g., financial statements, cash flow statements, income statements) largely ignores investment in human capital. Learning objectives • Identify the advantages of integrating human resources planning and strategic planning. • Understand how an organization’s competitive environment influences its strategic planning. • Understand why it is important for an organization to do an internal resource analysis. • Describe the basic tools used for human resources forecasting. • Explain the linkages between competitive strategies and human resources. • Understand what is required for a firm to successfully implement a strategy. • Recognize the methods for assessing and measuring the effectiveness of a firm’s strategy. Why is this chapter important? The purpose of this chapter is to highlight the nexus of strategy and HR planning...
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...Author(s): Dennis E. Peseau and Thomas M. Zepp Reviewed work(s): Source: Financial Management, Vol. 7, No. 3 (Autumn, 1978), pp. 52-56 Published by: Wiley on behalf of the Financial Management Association International Stable URL: http://www.jstor.org/stable/3665011 . Accessed: 08/02/2013 07:25 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. . Wiley and Financial Management Association International are collaborating with JSTOR to digitize, preserve and extend access to Financial Management. http://www.jstor.org This content downloaded on Fri, 8 Feb 2013 07:25:31 AM All use subject to JSTOR Terms and Conditions Utility Regulation and the CAPM: A Discussion On the Use of the CAPM Cases: in Comment Public Utility Rate Dennis E. Peseau and Thomas M. Zepp The authors are Senior Economists on the staff of the Oregon Public Utility Commissioner. * In a recent issue of Financial Management, Professors Eugene Brigham and Roy Crum called for caution when using the...
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...Running head: CAPSTONE PAPER CAPSTONE PAPER Theoretical and Practical Change in Strategic Organizational Leadership By: John King BSM 3-200 MGT 499 Capstone: Strategic Organizational Leadership Executive Summary The rationale or objective of this Capstone Paper is not to support or defend a particular type of strategic organizational leadership; but, to explore and analyze the theoretical and practical changes that cause organizational leadership to alter its goals and effectiveness, by way of strategic variables or necessity. The understanding and significance of theoretical and practical change in organizational leadership is fundamental to the nature and trends of business and government goals and their effectiveness. Organizational leadership is a planned social process that a person or persons in charge, lead or organize groups of people to achieve a common objective. This process may be orchestrated on a large or small scale and for profit or power. This strategic process is not normally the vision of a manager initially, but the dream or idea of the true leader. The strategies used by the leader of an organization often establish the culture of the organization (Flamholtz, & Randle, 2008). Theoretical and practical change in organizational leadership appears to be involved heavily with organizational culture or behavior. The history and background of organizational leadership has...
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...® EXAMINATION GUIDE ® Capsim Management Simulations, Inc. Welcome to Comp-XM Your Registration Number If your instructor or school did not give you a Registration Number, you will need to register online using a credit card or checking account. Welcome to Comp-XM® an integrated evaluation tool that will allow , you to demonstrate your business skills. Comp-XM has two sections: 1. A business simulation similar to the one you just completed and 2. A series of quizzes, called Board Queries, that ask questions related to your simulation environment. The Simulation Round 1 Board Queries Board Queries are web-based quizzes that relate directly to the results of your simulation. As CEO, you will report to the Board of Directors. The Board FRXOG DVN XS WR ÀYH VHWV RI TXHVWLRQV %RDUG 4XHULHV that are based on the results of your previous rounds. )RU H[DPSOH WKH ERDUG PLJKW UHTXLUH \RX WR FRQGXFW a break-even analysis on an increase in production automation or calculate the effect additional ERUURZLQJ ZLOO KDYH RQ \RXU ÀQDQFLDO UDWLRV 7KH questions use standard true-false, multiple choice and essay formats. All the information needed to answer the queries appears within the pages of The Comp-XM Inquirer, an industry newsletter similar to The Capstone® &RXULHU RU 7KH )RXQGDWLRQ® )DVW7UDFN ,Q &RPS;0 you work as an individual, which means all success will be attributed to your efforts. This is your chance to show your strategic vision, tactical abilities and business...
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...purpose of this study was to begin exploring the possible impact of social media use on the academic performance of students attending one urban university. The study's primary goal is to identify key themes, trends, and/or perceptions that can be used as a foundation for more in-depth empirical research, and can be used to develop policy recommendations to deal with this growing phenomenon. A qualitative research design was used, and three preliminary research questions were formed to guide this study: (1) How common is the use of social media (i.e., Facebook, MySpace, Twitter, and LinkIn) among college students? (2) For those students who do utilize social networking sites, on average how much time do they spend on those sites collectively per day and/or per week? and (3) How does the academic performance of students compare between students who utilize social media sites and students who do not use social media sites? Findings from this study seem to confirm perceptions of high student usage of social media among college students; however, they also seem to contradict other research literature findings regarding intensity of usage and gender-usage inclinations. Introduction Recently, there has been considerable discussion regarding the frequent use of social media tools (e.g., Facebook, MySpace, Twitter, Xanga, Friendster) by high school and college students, and the possible effect of those tools on students’ academic performance (Connolly, 2011; Hargitai, & Hsieh, 2010; Karpinski...
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...Number If your instructor or school did not give you a Registration Number, you will need to register online using a credit card or checking account. Welcome to Comp-XM® an integrated evaluation tool that will allow , you to demonstrate your business skills. Comp-XM has two sections: 1. A business simulation similar to the one you just completed and 2. A series of quizzes, called Board Queries, that ask questions related to your simulation environment. The Simulation Round 1 Board Queries Board Queries are web-based quizzes that relate directly to the results of your simulation. As CEO, you will report to the Board of Directors. The Board FRXOG DVN XS WR ÀYH VHWV RI TXHVWLRQV %RDUG 4XHULHV that are based on the results of your previous rounds. )RU H[DPSOH WKH ERDUG PLJKW UHTXLUH \RX WR FRQGXFW a break-even analysis on an increase in production automation or calculate the effect additional ERUURZLQJ ZLOO KDYH RQ \RXU ÀQDQFLDO UDWLRV 7KH questions use standard true-false, multiple choice and essay formats. All the information needed to answer the queries appears within the pages of The Comp-XM Inquirer, an industry newsletter similar to The Capstone® &RXULHU RU 7KH )RXQGDWLRQ® )DVW7UDFN ,Q &RPS;0 you work as an individual, which means all success will be attributed to your efforts. This is your chance to show your strategic vision, tactical abilities and business knowledge. Best of luck! You are the CEO of a new company, the Andrews Corporation. You will make four sets...
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...T H E P EO P L E W H O L E A D T H E M MOST IMPORTANT The Five Questions You Will Ever Ask About Your Organization Peter F. Drucker Jim Collins, Philip Kotler, James Kouzes, Judith Rodin, V. Kasturi Rangan, and Frances Hesselbein 5 “Nobody, not even Socrates, has ever asked better questions than Peter Drucker. All the personality, all the wisdom is here to make your work dramatically more effective. There’s nothing better. It’s like having Peter at your side.” —Bob Buford, author, Halftime and Finishing Well, and founding chairman, Peter F. Drucker Foundation for Nonprofit Management “Peter Drucker’s penetrating and profound insights are more relevant and needed today than when he originally produced them. This helpful revision of his classic Self-Assessment Tool offers managers and leaders in every sector—nonprofit, business, and government—a useful guide to figuring out what’s needed, why it matters, and how to make it work. At a time when the need for more effective management and more ethical leadership are the moral equivalent of global warming, Drucker’s common sense and courage should be modeled by everyone who cares about doing things right and doing the right thing.” —Ira A. Jackson, dean, Peter F. Drucker and Masatoshi Ito Graduate School of Management, and board member, The Drucker Institute “Peter Drucker’s Five Most Important Questions continue to be the indispensable questions that an organization must ask itself, regardless of size or sector, if...
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...Cameron.ffirs 10/11/05 1:46 PM Page iii Diagnosing and Changing Organizational Culture Based on the Competing Values Framework REVISED EDITION The Jossey-Bass Business & Management Series Cameron.ffirs 10/11/05 1:46 PM Page i Diagnosing and Changing Organizational Culture Cameron.ffirs 10/11/05 1:46 PM Page ii Kim S. Cameron Robert E. Quinn Cameron.ffirs 10/11/05 1:46 PM Page iii Diagnosing and Changing Organizational Culture Based on the Competing Values Framework REVISED EDITION The Jossey-Bass Business & Management Series Cameron.ffirs 10/11/05 1:46 PM Page iv Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved. Published by Jossey-Bass A Wiley Imprint 989 Market Street, San Francisco, CA 94103-1741 www.josseybass.com 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, Inc., 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...
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