...NASCAR: Lessons Learned About Safety By Kai McLemore Columbia Southern University MOS 5101 Abstract The National Association for Stock Car Auto Racing (NASCAR) seems to always be a few steps behind when it comes to initiating safety practices. They wait until there is a reason in implementing a change. This paper covers the changes that has been mandated over the past decade and why these changes have occurred. Changes ere not just to the car but includes the whole NASCAR package. Changes were made to the car, the track, the driver’s gear, and pit road. Unfortunately, these changes were too late for some of NASCAR’s most legendary drivers, to include Dale Earnhardt. However, NASCAR officials have attempted to rectify their wrongs by ensuring the safety of the driver over the past 10 years. One can hope that they do not stop there and continue to look towards the future and they can continue to improve with the increase of changes to machine and man. The National Association for Stock Car Auto Racing (NASCAR) has been an exhilarating sport since the mid 1940s, and has thousands of spectators at each race cheering for their favorite driver. But then again, what other sport can be as exciting as watching an extremely super fast car that weighs approximately 3,400 pounds (Online NASCAR, 2010) bulleting around a track at speeds ranging close to 200 mph and merely inches from each other. Unfortunately, there are downsides to this sport which keeps every fan, spouse...
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...TalentTalk A SilkRoad TalentTalk Report SOCIAL MEDIA & WORKPLACE COLLABORATION 2012 Latest Practices, Key Findings, Hottest Topics TABLE OF CONTENTS 3 4 5 6 7 8 9 10 12 13 14 15 Executive Summary Methodology and Respondent Profile Corporate Approaches to Social Media Access Why Do Employees Use Social Media at Work? “Socializing” with Customers Twitter and Facebook Prevail: Corporate Social Networks Lag Mobile Devices: Personal Use of Social Media at Work Social Media Policy in the Workplace Do Employers Ask Workers for Personal Social Passwords? Email: The Most Popular Way to Share Information The Expanding Job Description and Capturing Employee Expertise In Conclusion 3 // SOCIAL MEDIA AND WORKPLACE COLLABORATION “Companies can no longer ignore social tools, nor the ways that their employees use them to share and access information. These new technologies can be used to create business value, share information, engage employees—and even create dialogue with customers and prospects.” - W. Edward Vesely, Chief Marketing Officer, SilkRoad EXECUTIVE SUMMARY Organizations are engaged in a complex balancing act concerning social media, as they weigh the competitive advantages while juggling issues of law, policy, and employee access. The impact of social media on business agility, the proliferation of innovative social applications for industry, and the bright spotlight on worker productivity and social technology are just a few of the vital considerations for...
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...regulatory environment has magnified these concerns in 2012, a prediction of community banks seeking innovative technology to deal with these existing burdens and prepare to solve new, are still unforeseen, challenges. In 2012, community banks that put effort into improving their use of technology will be better equipped to serve customers, improve efficiency, control costs and find new growth opportunities. The subject of this report is The North Valley Bank in Zanesville, OH. It is a small community bank that could expand their horizons with this technology. Body Some people prefer writing checks to using other means of payment, so businesses like to offer this payment option. This means that the business must physically take the paper checks to the bank periodically to collect the funds that the checks represent....
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...UNIT 1- CAR BODY DETAILS Cars can come in a large variety of different body styles. Some are still in production, while others are of historical interest only. These styles are largely (though not completely) independent of a car's classification in terms of price, size and intended broad market; the same car model might be available in multiple body styles (or model ranges). For some of the following terms, especially relating to four-wheel drive / SUV models and minivan / MPV models, the distinction between body style and classification is particularly narrow. Please note that while each body style has a historical and technical definition, in common usage such definitions are often blurred. Over time, the common usage of each term evolves. For example, people often call 4-passenger sport coupés a "sports car", while purists will insist that a sports car by definition is limited to two-place vehicles. Body work In automotive engineering, the bodywork of an automobile is the structure which protects: ⦁ The occupants ⦁ Any other payload ⦁ The mechanical components. In vehicles with a separate frame or chassis, the term bodywork is normally applied to only the non-structural panels, including doors and other movable panels, but it may also be used more generally to include the structural components which support the mechanical components. Construction There are three main types of automotive bodywork: ⦁ The first automobiles were designs...
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...separate identity from its accounting heritage. The business challenge was to retain the positive aspects of the brand equity developed over decades as Arthur Andersen, yet break away from the limitations associated with an accounting brand. What was notable was that before its inception, Andersen Consulting was generating almost $1 billion annually in revenue, yet wasn’t well known in the information technology marketplace. And to those who did know them, they were often thought of accountants, and not up to the task of delivering innovative technology solutions. In order to bridge this gap, Andersen Consulting used extensive market research to create a brand and naming strategy that would establish immediate credibility in the “consulting” arena, while at the same time leveraging all of the positive aspects with the Arthur Andersen brand. Market research also helped form the strategy for successfully launching the new name and positioning. In order to build a new identity, Andersen Consulting set a groundbreaking precedent by using sophisticated marketing strategies coupled with the professional services industry’s first large-scale advertising campaign to promote its name, positioning and brand image. Andersen Consulting’s expertise in marketing and communications quickly set it apart from its consulting competitors, making a name for itself amidst a crowded competitive field ranging from hardware/software providers like IBM to strategy consulting firms like McKinsey. Over the...
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...Trust Business Expert Press Business Horizons California Management Review Crimson Group USA Darden School of Business Design Management Institute European School of Management and Technology (ESMT) Haas School of Business Harvard Kennedy School of Government Harvard Medical School/Global Health Delivery HEC Montréal Centre for Case Studies IESE Business School Indian Institute of Management Bangalore Indian School of Business INSEAD International Institute for Management Development (IMD) Ivey Publishing Journal of Information Technology Kellogg School of Management McGraw-Hill MIT Sloan Management Review North American Case Research Association (NACRA) Perseus Books Princeton University Press Rotman Magazine Social Enterprise Knowledge Network Stanford Graduate School of Business Thunderbird School of Global Management Tsinghua University University of Hong Kong The Wharton School, University of Pennsylvania CUSTOMER SERVICE AND TECHNICAL SUPPORT 6 am – 8 pm ET Monday through Friday 9 am – 5 pm ET Saturday and Sunday Customer Service: 1-800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)...
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...Research Paper It’s more fun in CAVITE Table of Contents Focus Topic: The promotional practices/strategies in promoting tourism industry in Cavite Thesis Statement: Promoting the tourism industry can enhance/improve the increase the number of tourist. Statement of Problem: What is the history about Cavite? What is the basic facts about Cavite? What is the different tourist spot in Cavite? Why you should not go to Cavite? Why you should go to Cavite? What is the different things you should try in Cavite? CAVITE I. INTRODUCTION The province of Cavite abounds with historic sites and landmarks; museums, world class golf courses, outstanding gardens and facilities for leisure. It is the birthplace of a number of Filipino heroes and it has an interesting range of sites associated with the Philippine Revolution. Found in the province is the residence of the first president of the Republic, Gen Emilio Aguinaldo, which was also the site of the proclamation of independence from Spain on June 12, 1898. Cavite teems with natural resources and unique landscapes. It is home to Tagaytay City, which is situated 2,500 feet above sea level and a popular summer and holiday destination. The highway drive offers a breathtaking sight of the world-famous Taal Volcano and Lake which is a crater within...
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...» THE HIGH-PERFORMANCE ORGANIZATION 1989 Sixteen years ago, when Cary Hamel, then a lecturer at London Business Sehooi, and C.K. Prahalad, a University of Michigan professor, wrote "Strategic lntent,"the article signaled that a major new force had arrived in management. Hamei and Prahalad argue that Western companies focus on trimming their ambitions to match resources and, as a result, search only for advantages they can sustain. By contrast, Japanese corporations leverage resources by accelerating the pace of organizational learning and try to attain seemingly impossible goals. These firms foster the desire to succeed among their employees and maintain it by spreading the vision of global leadership. This is how Canon sought to "beat Xerox"and Komatsu set out to "encircle Caterpillar." This strategic intent usually incorporates stretch targets, which force companies to compete in innovative ways. In this McKinsey Award-winning article, Hamel and Prahalad describe four techniques that Japanese companies use: building layers ofadvantage, searching for "loose bricks," changing the terms of engagement, and competing through collaboration. Strategic Intent by Gary Hamel and C.K. Prahalad oday managers in many industries Most leading global companies started with ambitions that were far bigger than their resources and capabilities. But they created an obsession with winning at ail levels ofthe organization and sustained that obsession for decades. working hard to...
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...» THE HIGH-PERFORMANCE ORGANIZATION BEST OF HBR 1989 Sixteen years ago, when Cary Hamel, then a lecturer at London Business Sehooi, and C.K. Prahalad, a University of Michigan professor, wrote "Strategic lntent,"the article signaled that a major new force had arrived in management. Hamei and Prahalad argue that Western companies focus on trimming their ambitions to match resources and, as a result, search only for advantages they can sustain. By contrast, Japanese corporations leverage resources by accelerating the pace of organizational learning and try to attain seemingly impossible goals. These firms foster the desire to succeed among their employees and maintain it by spreading the vision of global leadership. This is how Canon sought to "beat Xerox"and Komatsu set out to "encircle Caterpillar." This strategic intent usually incorporates stretch targets, which force companies to compete in innovative ways. In this McKinsey Award-winning article, Hamel and Prahalad describe four techniques that Japanese companies use: building layers ofadvantage, searching for "loose bricks," changing the terms of engagement, and competing through collaboration. Strategic Intent by Gary Hamel and C.K. Prahalad oday managers in many industries Most leading global companies started with ambitions that were far bigger than their resources and capabilities. But they created an obsession with winning at ail levels ofthe organization and sustained that obsession for decades. ...
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...of our times that I know ... Of all the books that I have read in the last 20 years, it is by far the one that has taught me the most." THE TIMES OF INDIA: "To the elite ... who often get committed to age-old institutions or material goals alone, let Toffler's FUTURE SHOCK be a lesson and a warning." MANCHESTER GUARDIAN: "An American book that will ... reshape our thinking even more radically than Galbraith's did in the 1950s ... The book is more than a book, and it will do more than send reviewers raving ... It is a spectacular outcrop of a formidable, organized intellectual effort ... For the first time in history scientists are marrying the insights of artists, poets, dramatists, and novelists to statistical analysis and operational research. The two cultures have met and are being merged. Alvin Toffler is one of the first exhilarating, liberating results." CHRISTIAN SCIENCE MONITOR: "Packed with ideas, explanations, constructive suggestions ... Revealing, exciting, encouraging, brilliant."...
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...Evan Mandery Professor, John Jay College of Criminal Justice • Why I'm Skipping My Harvard Reunion (A Call to Action) Posted: 05/06/2014 8:51 am EDT Updated: 07/06/2014 5:12 am EDT In a few weeks, the Harvard class of 1989 will be reuniting in Cambridge. There'll be mini-TED talks, a "Taste of New England Dinner," and a chance to sing with the Boston Pops, but I'll be spending the weekend coaching my son's Little League team and hanging out with my family. Reunions seem unnatural to me. I refuse to participate in the charade of pretending to be surprised to see a classmate, and when I'm asked, "What have you been doing?" as one inevitably is, I never know where to draw the line between "stuff" and the full, self-reflective version one might share with a close friend. I think too much detail implies an exaggerated sense of self-worth and is hence a greater faux pas than too little detail, so I've always hewed closer to the "stuff" version, but this runs its own risk of suggesting you don't think the other person is important enough to merit the full telling of your own story. It's a minefield and, in the social media era, one that's entirely avoidable. I've never been unable to locate an old friend or classmate online. It's particularly easy for graduates of Harvard, which maintains a great alumni website--it's where Facebook started, after all. Anyone interested in me can find my professional record on LinkedIn, family photos on Facebook, and many hilarious tweets. If one wanted...
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...The White Paper on Local Government 9 March 1998 The White Paper is dedicated to the memory of Tshepiso Mashinini (1966-1998), chairperson of the White Paper Working Committee, and all the other women and men who contributed to the building of a democratic system of local government in South Africa CONTENTS Foreword by Minister Mohammed Valli Moosa Foreword by Mr Pravin Gordhan Introduction SECTION A: CURRENT REALITY 1. A history of local government 2. The current state of local government 2.1. The different forms of municipality 2.2. Local government finance 2.3. Administration 2.4. Legislative complexity 2.5. Powers and functions 2.6. Global and national trends 2.7. The transition process 3. Settlement patterns and trends 3.1. Introduction 3.2. Settlement types 3.3. The implications of current settlement patterns 4. Defining the challenge for local government 4.1. Challenges facing South African municipalities 5. Concluding comment SECTION B: DEVELOPMENTAL LOCAL GOVERNMENT 1. Characteristics of developmental local government 1.1. Maximising social development and economic growth 1.2. Integrating and coordinating 1.3. Democratising development, empowering and redistributing 1.4. Leading and learning 2. Developmental outcomes of local government 2.1. Provision of household infrastructure and services 2.2. Creation of liveable, integrated cities, towns and rural areas 2.3. Local economic development ...
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...» BEST OF HBR THE HIGH-PERFORMANCE ORGANIZATION 1989 Sixteen years ago, when Gary Hamel, then a lecturer at London Business Schooi, and C.K. Prahalad, a University of Michigan professor, wrote "Strategic lntent,"the article signaled that a major new force had arrived in management Hamel and Prahalad argue that Western companies focus on trimming their ambitions to match resources and, as a result, search only for advantages they can sustain. By contrast, Japanese corporations leverage resources by accelerating the pace of organizational learning and try to attain seemingly impossible goals. These firms foster the desire to succeed among their employees and maintain it by spreading the vision of global leadership. This is how Canon sought to "beat Xerox"and Komatsu set out to "encircle Caterpillar." This strategic intent usually incorporates stretch targets, which force companies to compete in innovative ways. In this McKlnsey Award-winning article, Hamel and Prahalad describe four techniques that Japanese companies use: building layers ofadvantage, searching for "loose bricks," changing the terms of engagement, and competing through collaboration. Strategic Intent by Gary Hamel and C.K. Prahalad oday managers in many industries Most leading global companies started with ambitions that were far bigger than their resources and capabilities. But they created an obsession with winning at ail levels of the organization and sustained that obsession for decades. 148 working hard...
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...BUSINESS STRATEGIES AND PERFORMANCE DURING DIFFICULT ECONOMIC CONDITIONS For the Department of Business Innovation and Skills (BIS) John Kitching Robert Blackburn David Smallbone Small Business Research Centre, Kingston University Sarah Dixon School of Management, Bath University June 2009 URN 09/1031 Contents EXECUTIVE SUMMARY i 1. INTRODUCTION, RESEARCH OBJECTIVES AND METHODS 1 2. RESEARCH CONTEXT 1 2.1 Defining Difficult Economic Conditions 1 2.2 The Current Crisis 1 3. ANALYTICAL FRAMEWORK 1 4. THE BUSINESS STRATEGY AND MANAGEMENT LITERATURE 1 4.1 Business Strategy: General Considerations 1 4.2 Strategic Adaptation to Environmental Jolts, Turbulence and Radical Institutional Change 1 4.3 Strategic Adaptation to Recession 1 4.4 Retrenchment Strategies 1 4.5 Investment Strategies 1 4.6 ‘Ambidextrous’ Strategies 1 4.7 Business Size as an Influence on Strategic Adaptation to Difficult Economic Conditions 1 4.8 International Experience 1 5. CONTEMPORARY COMMENTARY ON THE CURRENT CRISIS 1 6. STRATEGIC RESPONSES IN THE RECESSION: DELIBERATIONS FROM A THINK-TANK 1 6.1 Introduction and Objectives 1 6.2 Business Responses in Recession 1 6.2.1 Knowledge Base 1 6.2.2 Unevenness of Recession 1 6.3 Modelling Strategic Change 1 6.3.1 Typologies of Strategic Change 1 6.3.2 Strategic Thinking and Strategic Actions 1 6.4 The Role of Innovation under Recession Conditions 1 6.5 Roles for Public Policy...
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...THE PLAYER Good game design is player-centric. That means that above all else, the player and her desires are truly considered. Rather than demanding that she do something via the rules, the gameplay itself should inherently motivate the player in the direction the designer wants her to go. Telling players they must travel around the board or advance to the next level is one thing. If they don’t have a reason and a desire to do it, then it becomes torture. In creating a game, designers take a step back and think from the player’s viewpoint: What’s this game about? How do I play? How do I win? Why do I want to play? What things do I need to do? MEANINGFUL DECISIONS Distilled down to its essence, game design is about creating opportunities for players to make meaningful decisions that affect the outcome of the game. Consider a game like a boxing match. So many decisions lead up to the ultimate victory. How long will I train? Will I block or will I swing? What is my opponent going to do? Where is his weakness? Jab left or right? Even those few, brief questions don’t come close to the myriad decisions a fighter must make as he progresses through a match. Games invite players into similar mental spaces. Games like Tetris and Chess keep our minds busy by forcing us to consider which one of several possible moves we want to take next. In taking these paths, we know that we may be prolonging or completely screwing up our entire game. The Sims games and those in...
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