...Integrating the Enterprise Vertical "command and control" sabotages organizations that need bottom-up innovation to be competitive. Yet organizational integration is increasingly essential. New research shows how technology is helping cutting-edge companies meet the challenge by integrating horizontally. Sumantra Ghoshal and Lynda Cratton nc ofthe most fundamentiil Lind enduring tensions in all liiit very small companies is between siibunit aulononiy and empowermenl on ihc one hand and overall organizaliontil integnition and cohesion on Lhe other.' The tensions grow with increasing organizational complexity and assume tbe most intensity in large, diversified global companies.^ In our research with such organizations, we have seen ihal it is possible to balance those tensions successtijlly by implementing four kinds of horizontal integration for .ichieving cohesion witboul hierarchy. Over the lasL decade, many large companies around the world focused on creating relatively autonomous subunits and empowered managers by breaking up ihoir organizational behemoths into small, entrepreneurial units. Some, though nol all, achieved significant benefits from such restructnring.-' Freed from bureaucratic ccnlral controls, the empowered units improved both the speed and the quality of responsiveness to market demands — and fostered increased innovation. Companies were able to reduce tbeir corporate-level overbead and make internal-governance processes more disciplined and transparent...
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...Get all employee details from the employee table Select * from employee 2. Get First_Name,Last_Name from employee table Select first_name, Last_Name from employee 3. Get First_Name from employee table using alias name “Employee Name” Select first_name Employee Name from employee 4. Get First_Name from employee table in upper case Select upper(FIRST_NAME) from EMPLOYEE 5. Get First_Name from employee table in lower case Select lower(FIRST_NAME) from EMPLOYEE 6. Get unique DEPARTMENT from employee table select distinct DEPARTMENT from EMPLOYEE Don't Miss - SQL and Database theory Interview Questions 7. Select first 3 characters of FIRST_NAME from EMPLOYEE Oracle Equivalent of SQL Server SUBSTRING is SUBSTR, Query : select substr(FIRST_NAME,0,3) from employee SQL Server Equivalent of Oracle SUBSTR is SUBSTRING, Query : select substring(FIRST_NAME,0,3) from employee MySQL Server Equivalent of...
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...(plus delivery) (plus delivery) The Great American Bubble Machine Fřǿm țěčħ șțǿčķș țǿ ħįģħ ģǻș přįčěș, Ģǿŀđmǻň Șǻčħș ħǻș ěňģįňěěřěđ ěvěřỳ mǻjǿř mǻřķěț mǻňįpųŀǻțįǿň șįňčě țħě Ģřěǻț Đěpřěșșįǿň -- ǻňđ țħěỳ'řě ǻbǿųț țǿ đǿ įț ǻģǻįň BỲ MǺȚȚ ȚǺİBBİ | Ǻpřįŀ 5, 2010 Șħǻřě Țẅěěț Șħǻřě Čǿmměňț Ěmǻįŀ ADVERTISEMENT Victor Juhasz The first thing you need to know about Goldman Sachs is that it's everywhere. The world's most powerful investment bank is a great http://www.rollingstone.com/politics/news/thegreatamericanbubblemachine20100405 AROUND THE WEB 1/61 1/15/2015 The Great American Bubble Machine | Rolling Stone vampire squid wrapped around the face of humanity, relentlessly jamming its blood funnel into anything that smells like money. In fact, the history of the recent financial crisis, which doubles as a history of the rapid decline and fall of the suddenly swindled dry American empire, reads like a Who's Who of Goldman Sachs graduates. '80ș Șțǻřș Ỳǿų Ẅǿň'ț Řěčǿģňįżě Țǿđǻỳ 5 Mįňǿř 'Șțǻř Ẅǻřș' Ǻčțǿřș Ỳǿų Đįđň'ț Řěǻŀįżě Ẅěřě İň Ěvěřỳțħįňģ Mųșįčįǻňș Ẅħǿ Ǻřěň’ț Ẅħǿ Ỳǿų Țħįňķ Țħěỳ Ǻřě Fǻmǿųș Șǿňģș Țħǻț Ẅěřě Ẅřįțțěň Ǻbǿųț Čěŀěbřįțįěș ȘİĐĚBǺŘ Invasion of the Home Snatchers By now, most of us know the major players. As George Bush's last Treasury secretary, former Goldman CEO Henry Paulson was the architect of the bailout, a suspiciously selfserving plan to funnel trillions...
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...Comprehensive Industry Analysis | COMPUTER (HARDWARE & SOFTWARE), CONSUMER GOODS, E-COMMERCE, ENTERTAINMENT, FINANCIAL SERVICES | | SBI Superstars present a production of Group 2’s analysis on the specified industries. | | Tajuan K. Griffin – ChairMarcus Bourgeois – Co-ChairArica McCullumMichael LatsonRicardo CopelandDavid BercklerAyokunle Ojutalayo Ifeanyi Korie Karen JohnsonRobensky Theodore | 7/21/2010 | | ------------------------------------------------- Table of Contents Table of Contents………………………………………...…………………………………….pg 2 Project Overview………………………………………………………………………………pg 4 Computer Industry pg 5 Hardware Overview………………………………………........................................................pg 6 Hardware Top 5 Financials…………………………………………………………………….pg 7 Hardware Top 5 Analysis………………………………………………………………...........pg 8 Software Overview...................................................................................................................pg 12 Software Top 5 Financials……………………………………………………………………pg 13 Software Top 5 Analysis……………………………………………………………………...pg 14 Computer Industry Outlook…………………………………………………………………..pg 15 Consumer Goods Industry pg 16 Consumer Goods Overview......................................................
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...and most likely support from the general public). All of these examples and more will be discussed in order to provide a sufficient answer as to why issues are left behind in the dust or put out prominently on display. There are numerous factors and variables to consider when trying answering such a question, one of which could be racial factors. It’s been largely documented that Latinos have been an increasingly growing electorate, going from 1 percent of voters from the 1950s to over 11% in the twenty-first century (Abramowitz 27). With this information in mind, it would make sense that the Democratic establishment is today trying to initiate immigration reform in the United States Senate, knowing that they’ll have an increasing amount of support from their Latino electorate. It should also be noted that although the Democrats harbor a substantial share of the Latino vote, the battle isn’t a lost cause for Republicans, with Bush winning the 2004 Presidency with more than 40% of the Latino vote and one-third of Latino votes in general going to Republicans (Bibby 337-338). It seems the Republicans already know this, and are seemingly trying to capitalize on this with the insertion of Marco Rubio in...
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...Oxford University Press 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, electronic, mechanical, photocopying, recording, or otherwise, without the prior permission of Oxford University Press. Library of Congress Cataloging-in-Publication Data is available ISBN-13: 978-0-19-530792-4 ISBN-10: 0-19-530792-5 1 3 5 7 9 8 6 4 2 Printed in the United States of America on acid-free paper For Chaille Bianca and Vivienne Lael and William Grant who says he wants to be an investment banker ACKNOWLEDGEMENTS As a f i r s t - t i m e au t h o r , I have many people to thank. Luckily for the reader, most of them are current and former employees of Goldman Sachs and Morgan Stanley who would prefer not to be cited. Their support and insight were invaluable to this enterprise. For early encouragement and guidance I must also thank Clare Reihill at Harper Collins, Brian Kempner and Peter Kaplan at the New York Observer, L. Gordon Crovitz...
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...Careers in Investment Banking WetFeet Insider Guide 2005 Edition The WetFeet Research Methodology You hold in your hands a copy of the best-quality research available for job seekers. We have designed this Insider Guide to save you time doing your job research and to provide highly accurate information written precisely for the needs of the job-seeking public. (We also hope that you’ll enjoy reading it, because, believe it or not, the job search doesn’t have to be a pain in the neck.) Each WetFeet Insider Guide represents hundreds of hours of careful research and writing. We start with a review of the public information available. (Our writers are also experts in reading between the lines.) We augment this information with dozens of in-depth interviews of people who actually work for each company or industry we cover. And, although we keep the identity of the rank-and-file employees anonymous to encourage candor, we also interview the company’s recruiting staff extensively, to make sure that we give you, the reader, accurate information about recruiting, process, compensation, hiring targets, and so on. (WetFeet retains all editorial control of the product.) We also regularly survey our members and customers to learn about their experiences in the recruiting process. Finally, each Insider Guide goes through an editorial review and fact-checking process to make sure that the information and writing live up to our exacting standards before it goes out the door. Are we perfect...
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...PeopleSoft, Inc. Form 425 13-4-18 下午10:10 PeopleSoft, Inc. Form 425 FILED BY PEOPLESOFT, INC. PURSUANT TO RULE 425 UNDER THE SECURITIES ACT OF 1933 SUBJECT COMPANY: J.D. EDWARDS & COMPANY FILING: REGISTRATION STATEMENT ON FORM S-4 REGISTRATION NO. 333-106269 PeopleSoft Conference Call Transcript 7.2.03 THE OPERATOR: Welcome to the PeopleSoft 2003 second-quarter preliminary earnings conference call. All lines will be in a listen only mode until the question and answer session of the conference. This call is being recorded on behalf of PeopleSoft. Replays of this conference call will be available for seven days following the call by dialing 888-568-0873. There is no pass code needed for the replay. I will now turn the call over to Kevin Parker, PeopleSoft’s Chief Financial Officer. Kevin? MR. KEVIN PARKER: Welcome to PeopleSoft’s second-quarter preliminary earnings conference call. Joining me is Craig Conway, PeopleSoft’s President and CEO. During this call, we will review PeopleSoft’s prehttp://www.sec.gov/Archives/edgar/data/798757/000089161803003395/f90776f1e425.htm Page 1 of 27 PeopleSoft, Inc. Form 425 13-4-18 下午10:10 liminary results of operations for the second quarter. After our commentary, we will open the conference call for questions related to our quarterly performance. Please note we will not be taking any speculative questions related to Oracle’s unsolicited tender offer. PeopleSoft has filed a Schedule TO and a registration statement on Form S-4...
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...CAPITALIZATION Master of Business Administration Master Business Administration for Executive (Chiang Mai) Faculty of Business Administration Chiang Mai University March, 2012 Facebook’s Capitalization Report by Thanassorn Boontarika Pinnarat Sathit Saowaluk Hathairat Ratanasirisap Pongpaew Suriyachot Chobpimai Sangkuan Yosdech Code Code Code Code Code Code 541532126 541532137 541532142 541532155 541532164 541532176 Report to Dr. Chaiwuth Tangsomchai Course work 702711 Financial Management) Master of Business Administration for Executive(Chiang Mai) Business Administration Chiang Mai University March, 2012 - - Index - Page Chapter I Introduction & Objective 1.1 Introduction 1.2 Objectives Chapter II Company 2.1 Facebook, Inc. Profile 2.2 The Corporate Mission 2.3 Executive Officer and director 2.4 Facebook’s Shareholder 2.5 Facebook Milestone 2.6 Facebook Business 2.7 Competition 2.8 Revenues Stream 2.9 Facebook Market Opportunities 2.10 Facebook Strategy 2.11 Summary of Risk Factor Chapter III Facebook Financial Report 3.1 Consolidated Balance Sheets 3.2 Consolidated Statement of Income 3.3 Basic Earning Per Share 3.4 Pro-forma Earning Per Share 3.5 Consolidated Statement of Cash Flow 3.6 Consolidated Statement of Stockholder’s Equity 3.7 Dividend Policy Chapter IV Facebook Initial Public Offerings(IPOs) 4.1 IPOs Advantage 4.2 Preparing to go to Public 4.3 Facebook IPOs 4.4 Facebook IPOs Underwriting Company 4.5 Facebook IPOs Counsel Company 4.6 Facebook...
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...The below are the requirements for term paper. 1)Title 2)Object 3)Review(2 articles) 4)Analysis 5)conclusion 6)Source(References) http://www.businessweek.com/blogs/globespotting/archives/2009/01/satyam_scandal.html The terror attacks on Mumbai were just a tremor for the country’s tech industry compared to the shocks coming from the Satyam scandal. Earlier today, Ramalinga Raju, Satyam’s founder and longtime chairman, admitted in a letter to the board that he had been cooking the books for years to make up for revenue and profit shortfalls. Read the details in this report by my BW colleague, Manjeet Kripalani. In his letter, Raju wrote that the cover-up finally got the best of him: “It was like riding a tiger, not knowing how to get off without being eaten.” This admission will have a crippling impact on Satyam. Its chances of getting new business are nil. Don’t expect its current customers to abandon the company overnight. That’s not easy in a tech services business where the operations of the client and service provider are so interwoven. On the other hand, it’s possible that the company may collapse financially, in which case clients will have no choice but to flee. Which brings us to a bigger shock: This betrayal of trust could have a major impact on the entire Indian tech services industry. The industry has spent 20 years building up credibility with Western clients, but this disaster will make many US and European clients rethink their reliance on Indian outsourcing...
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...Handbook of Business Strategy Emerald Article: The ethics of business strategy Fred Hansen, Michele Smith Article information: To cite this document: Fred Hansen, Michele Smith, (2006),"The ethics of business strategy", Handbook of Business Strategy, Vol. 7 Iss: 1 pp. 201 - 206 Permanent link to this document: http://dx.doi.org/10.1108/10775730610618828 Downloaded on: 09-04-2012 References: This document contains references to 16 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 5650 times. Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF HERTFORDSHIRE For Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Additional help for authors is available for Emerald subscribers. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com With over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the...
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...Case Study Facebook: Balancing Growth and Preserving Corporate Culture Debapratim Purkayastha* and Syeda Maseeha Qumer** This case study is about the corporate culture at Facebook Inc. (Facebook), which is considered to be one of the fastest growing companies in the world. The culture at Facebook was open and transparent with no hierarchies. The company was well-known for its ‘hip geek culture’ fostered by its founder, Mark Zuckerberg. He tried to attract the best talent in the industry by creating a fun environment wherein employees had the opportunity to work on the best projects with a sense of openness. This case discusses various aspects of its culture including the benefits and perks offered to employees. It also describes how Facebook evolved from a small company to a global corporate icon with thousands of employees. In order to meet growing business needs, Facebook opened new offices globally. However, some analysts felt that balancing growth and preserving its corporate culture was a big issue for Facebook as the company was expanding rapidly and was preparing to shift its global headquarters to a more corporate location. Maintaining culture is one of the top priorities we have as a company… We’re trying to be really smart and learn about our growth. So we’re focused on building a few offices, but making sure they are really tied into the culture.1 – Sarah Smith, Head of Facebook’s Online Operations in Austin, in 2011. Facebook is amazing. Working here offers the...
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...CHAPTER 1 Introduction to Corporate Finance Compensation of corporate executives in the United States continues to be a hot-button issue. It is widely viewed that CEO pay has grown to exorbitant levels (at least in some cases). In response, in April 2007, the U.S. House of Representatives passed the “Say on Pay” bill. The bill requires corporations to allow a nonbinding shareholder vote on executive pay. (Note that because the bill applies to corporations, it does not give voters a “say on pay” for U.S. Representatives.) Specifically, the measure allows shareholders to approve or disapprove a company’s executive compensation plan. Because the vote is nonbinding, it does not permit shareholders to veto a compensation package and does not place limits on executive pay. Some companies had actually already begun initiatives to allow shareholders a say on pay before Congress got involved. On May 5, 2008, Aflac, the insurance company with the well-known “spokesduck,” held the first shareholder vote on executive pay in the United States. Understanding how a corporation sets executive pay, and the role of shareholders in that process, takes us into issues involving the corporate form of organization, corporate goals, and corporate control, all of which we cover in this chapter. 1.1 What Is Corporate Finance? Suppose you decide to start a firm to make tennis balls. To do this you hire managers to buy raw materials, and you assemble a workforce that will produce and...
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...EXAMINING THE CRACKS IN THE CEILING: A Survey of Corporate Diversity Practices of the S&P 100 March 2013 Table of Contents FOREWORD ....................................................................................................... 1 EXECUTIVE SUMMARY ................................................................................. 2 EXAMINING THE 10 KEY INDICATORS .................................................... 7 1. Equal Employment Opportunity (EEO) Policy ........................... 8 2. Internal Diversity Initiatives ...........................................................10 3. External Diversity Initiatives ..........................................................12 4. Scope of Diversity Initiatives...........................................................13 5. Family-Friendly Benefits....................................................................14 6. EEO-1 Disclosure ..................................................................................15 7. Highest-Paid Executives ...................................................................16 8. Board Representation .......................................................................18 9. Director Selection Criteria ...............................................................20 10. Corporate Commitment ................................................................21 DIVERSITY SCORES BY SECTOR ................................................................22 CONCLUSIONS AND NEXT STEPS...
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...we have been working together on this for some time now. We have done a lot of hard work and research to come up with a fair value for Yahoo!, and we have decided on a $4 million valuation. We at Sequoia Capital are prepared to offer you $1 million in venture funding in exchange for a 25% share in your company. We think that with our help, you have a real chance to make Yahoo! something special. Our first order of business will be to help you assemble a complete management team, after which we should be able to really start helping you to develop and manage your site’s vast amount of content. Right now, the biggest risk that you guys run is not making a decision. You have to make a decision, because if you don’t someone else is going to run you over. You might get run over by Netscape. You...
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