...Harvard University is a private Ivy League research university in Cambridge, Massachusetts, whose history, influence and wealth have made it one of the most prestigious universities in the world. Established in 1636 by the Massachusetts legislature and soon thereafter named for John Harvard (its first benefactor), Harvard is the United States' oldest institution of higher learning, and the Harvard Corporation (formally, the President and Fellows of Harvard College) is its first hired corporation. Although never formally united with any money, the early College primarily trained Congregationalist and Unitarian clergy. Its curriculum and student body were gradually secularized during the 18th century, and by the 19th century Harvard had emerged as the central cultural establishment among Boston elites. Following the American Civil War, President Charles W. Eliot's long tenure (1869–1909) transformed the college and affiliated professional schools into a modern research university; Harvard was a founding member of the Association of American Universities in 1900. James Bryant Conant led the university through the Great Depression and World War II and began to reform the curriculum and liberalize admissions after the war. The undergraduate college became coeducational after its 1977 merger with Radcliffe College. The University is organized into eleven separate academic units—ten faculties and the Radcliffe Institute for Advanced Study—with campuses throughout the Boston metropolitan...
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...MBA 2017 | Written Case Analysis Aston-Blair, Inc. | Organizational Behavior | | 17010046 | 10/11/2015 | | Synopsis and Summary: The case discusses the role of Henry Tam, a Harvard Business School student who joined a startup company, Music Games International. Dynamic and extremely diverse but very conflicted, the company lacked real world experience and Henry took on the assignment to formulate a strategy and restore harmony amongst the team members. Statement of the Problem: The team faces the issue of cultural and functional diversity hampering their productivity. The responsibilities of the members are not clear and no clear leadership is defined. Causes of the Problems: *Multiculturalism and Functional Diversity: At first sight, the diversity of culture and function in the team seems like a wise choice since more ideas mean better productivity and creativity, before we see the first meeting. The whole team seems like to be functioning like a family with extremely loyal best friends who are capable of handling conflict and are cooperative towards the newcomers – Dana and Henry. However, the team is facing the issue of improper management of multiculturalism and diversity and there is low performance. Sasha does not think Dana has the practical experience and Roman and Igor do not understand what Dana wants from the project. The brainstorming sessions, according to Dana and Henry seem to drag on too long. It has an impact on the team’s processes...
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...architecture and its aesthetic qualities. Harvard Square, located in Cambridge, Massachusetts, is no different. Centrally located within Harvard University, it is evident the Square mimics the university’s attractive Georgian architecture. Other influential characteristics can be seen in the Square’s efforts for preservation, like Out of Town News, which gives the Square its own local character. These architectural qualities influence visitors’ behaviors to use the space to their own benefit through the use of impulse buying, triangulation, and different seating arrangements. Harvard Square not only provides a historic place for individuals to shop, dine and congregate, but also an opportunity to find their own center in a large, impersonal city. Is it possible that a certain color of brick or position of wall can manipulate a person’s behavior? As strange as it sounds, this influence can be seen in an area situated in the middle of an Ivy League campus that contains several clothing stores, a large underground train station, and restaurants. This “heterogeneous” area, known as Harvard Square, despite its age, is still considered unique and upbeat place within a historic, elite university. Since the heart of the Square is shaped like a triangle, different parts of Cambridge touch this area. For example, on the side of Massachusetts Avenue are Harvard University and its historic Harvard Yard. On the other side, locals, visitors, and Harvard students enjoy shopping areas and restaurants...
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...The answer to the ethical question depending on the approach used in the reasoning. From the stand point of ethical egoism students acted on their best benefit by cheating on the final exam. But in a long term perspective, students failed themselves by not obtaining required knowledge for their future successful life. In other hand, according to ethical egoism Institution and teaching assistant are at fault. Compare to Penn State Child abuse example giving in the textbook, in the case of Harvard University the parties that haven’t acted on their short term benefits were teaching assistant by whistleblowing and Institution by taking the actions. The short term damage that Harvard University leaders faced was bad publicity, but actions of the students were unacceptable according to the President of Harvard University Drew Faust: “These allegations, if proven, represent totally unacceptable behavior that betrays the trust upon which intellectual inquiry at Harvard depends” (CNN News). Even though his action wasn’t justified by the egoistic approach, it was the right thing to do according to the enlightened egoism. Assistant professor failed in a long run by misleading students on what was acceptable and what was considered as an academic misconduct. According to Dorothy L.R. Jones. Norfolk State University: “Academic integrity is a learned skill that faculty members can teach and model.” (Academic Dishonesty: Are More Students Cheating). In the long run by his actions he attracted...
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...Harvard Business School will reject the 119 applicants who hacked into the school's admissions site last week, the school's dean, Kim B. Clark, said yesterday. ''This behavior is unethical at best -- a serious breach of trust that can not be countered by rationalization," Clark said in a statement. ''Any applicant found to have done so will not be admitted to this school." A half dozen business schools were swamped by a wave of electronic intrusions Wednesday morning, after a computer hacker posted instructions on a BusinessWeek Online message board. Harvard is the second school to say definitively that it will deny the applications of proven hackers. The first was Carnegie Mellon's Tepper School of Business, where only one admission file was targeted. Until yesterday, Harvard, which had branded the hacking as unethical from the start, stopped short of explicitly saying the hackers' applications would be rejected. Other victims, such as MIT's Sloan School of Management, Stanford's Graduate School of Business, Duke's Fuqua School of Business, and Dartmouth's Tuck School of Business similarly said they frown upon the hacking and are investigating, but have not said they will reject applications. ''Our mission is to educate principled leaders who make a difference in the world," Clark said in yesterday's Harvard statement. ''To achieve that, a person must have many skills and qualities, including the highest standards of integrity, sound judgment, and a strong moral compass -an intuitive...
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...Harvard Business School will reject the 119 applicants who hacked into the school's admissions site last week, the school's dean, Kim B. Clark, said yesterday. ''This behavior is unethical at best -- a serious breach of trust that can not be countered by rationalization," Clark said in a statement. ''Any applicant found to have done so will not be admitted to this school." A half dozen business schools were swamped by a wave of electronic intrusions Wednesday morning, after a computer hacker posted instructions on a BusinessWeek Online message board. Harvard is the second school to say definitively that it will deny the applications of proven hackers. The first was Carnegie Mellon's Tepper School of Business, where only one admission file was targeted. Until yesterday, Harvard, which had branded the hacking as unethical from the start, stopped short of explicitly saying the hackers' applications would be rejected. Other victims, such as MIT's Sloan School of Management, Stanford's Graduate School of Business, Duke's Fuqua School of Business, and Dartmouth's Tuck School of Business similarly said they frown upon the hacking and are investigating, but have not said they will reject applications. ''Our mission is to educate principled leaders who make a difference in the world," Clark said in yesterday's Harvard statement. ''To achieve that, a person must have many skills and qualities, including the highest standards of integrity, sound judgment, and a strong moral compass...
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...including Nature and Science. In 2004, Hotamisligil was able to demonstrate that excess fat, by itself can cause stress signals and medical problems. In the field of metabolic health and disease it is clear that Hotamisligil has played an extremely important role in its development, with his numerous contributions and many publications in the field. Since starting his career back in the 80s he helped to shape the modern view of metabolic health and took important steps towards understanding underlying causes of Type 2 diabetes and metabolic disease. 2. The agreements between Syndexa and Harvard were complex because the agreements required exemptions to many of Harvard’s internal policies and issues on conflicts of interest. Although both Harvard and Syndexa recognized that a simultaneous execution of a license and sponsored research agreement was necessary. The negotiations between Syndexa and Harvard was not atypical,...
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...Situation: Harvard University owns a huge property which is not developed in Allston, across the Charles River and most of it in the University campus. The main motto of the Allston initiative is to focus on the growth of number of students who can rent these undeveloped properties from Harvard. The mission of HRES now is to create and design a survey by drawing lessons from a 2001 survey. These lessons will deliver information which helps in deciding on how well these undeveloped properties can attract Harvard students and how well they will be able to compete with the private homes. Problem: The challenge for HRES is on how to create and design a campus housing survey for graduate students that optimizes an equilibrium of price, locality and community space. It is also very difficult to foresee and predict future desirable homes by using a current student survey. Analysis: The capability of getting a high response rate is the key challenge for HRES survey. However the 2001 survey has a few pros and cons which are as follows: The survey leaves a first impression that it is too long, though it is rationally perfect. The aim of the survey was to include each and every situation, but it becomes very specific and comparatively takes more time than “20 minutes” as mentioned in the survey instrument. For questions which are too specific and particular to answer, students should concentrate more, read those options carefully and check the difference. For instance the question which...
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...2003年1月2日，亚历山大和他的一些亲戚、朋友共同创建了化学灯公司。他们总共发 行了500,000股股票，其中亚历山大凭他的专利占有125,000股，剩余的股票以每股1美元的 价格卖给了其他投资者。从2003年1月2日到2003年6月30日，化学灯公司发生了以下开支： 1月15日，支付7,500美元的律师费、注册手续费以及与公司成立相关的印刷费。 6月15日，花费62,500美元购置了一台设备，用来生产第一批化学灯样品。 6月24日，购买了价值75,000美元的塑料和化学原料，用于生产上市销售的化学灯。 6月底， 在化学灯公司主要负责管理的亚历山大和公司其他股东会面， 提交了一份报告， 并讨论了公司今后的营销战略。他希望公司能在8月底开始生产化学灯。亚历山大的一个朋 友苏姗·彼得森（Susan Peterson）在公司投入了可观的资金。她在会上提出，她已经接到 一个汽车配件分销商的订货要求及其希望得到的价格。那个分销商想购买大量的化学灯， 以配合他高速公路安全的推广活动，而且他有兴趣创建自己的私人品牌。 会议至此，一位几乎没有任何商业经验，甚至也不太懂财务报表的股东——拉森 （Larson）先生插话说：“我们将要讨论的这个议题很好，但是，我所看到的事实是：6个 月以前我们有375,000美元， 而现在只有230,000美元。 据我估算， 6个月来， 我们失去了145,000 本案例由访问教授 David A. Wilson 完成，并经 Charles Christensen 教授修订。 本案例仅用于课堂讨论， 而不作为正式文件、基本数据来源以及管理活动是否有效的证明。 本案例中文翻译经哈佛商学院授权，由清华大学经济管理学院组织完成。 1976 年哈佛大学版权所有。如需订购或请求复制许可，请致电话 1-800-545-7685，或致信 Harvard Business School Publishing，Boston，MA02163，或访问网址 http://www.hbsp.harvard.edu。未经哈佛商学院 的许可，禁止将本案例复制，在检索系统中储存，在表格中引用，或以任何形式或方法传播——包括电子 版，印刷，复印，录音等等。 177-078 化学灯公司 美元，却没有取得显著的成效。” 一些股东表示同意拉森的观点。事实上，从1月2日到6月30日，公司的银行存款余额从 375,000美元下降到了230,000美元。另一名股东得克鲁斯（D’Cruz）女士指出，因为公司的 经营尚未进入成熟阶段，所以这些前期开支可能更应该被视作是对公司的投资，而不是亏 损。 经过大量深入讨论， 股东们决定于2004年1月初再召开一次会议， 共同探讨公司的状况。 大家普遍认为，到那时公司的运营应该已经全面展开，现在所讨论的试运营阶段所出现的 问题在年底将会得到解决。 2003年下半年，化学灯公司确实进入了达产阶段。为了准备2004年1月初的股东大会， 公司新雇用的会计比尔·默雷（Bill Murray）列出了下列资料： 1、 2003年7月初， 一名顾问工程师交来了改进型化学灯原型， 公司共付给他23,750美元。 2、 从2003年7月到12月的6个月中，公司化学灯的销售额为754,500美元。最大的客户， 也就是那个与彼得森谈判的汽车配件经销商还欠公司69,500美元。其他客户的账款 在年底均已付清。 3、 购买了价值175,000美元的化学原料和塑料，进货均以现金付款。 4、 化学灯公司花费22,500美元在电视和行业杂志上刊登广告，介绍自己的产品。 公司在人工生产成本及生产相关费用 （租金、 水电费和监工）...
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...Summary of Harvard Management Company (2010) By: Satrio Abi and Yanuar Budi Baskoro * Harvard Management Company Introduction: Harvard Management Company is a company which built by Harvard University itself. That means HMC is a wholly owned subsidiary of Harvard University. The company built for managing the financial matter and development of the university. Because the company is wholly owned by Harvard University, the Directors of HMC is directly choosen by President and Fellow of Harvard College. The function of HMC is for managing University’s financing especially endowment. Endowment become the important income for HMC. The main job of HMC is to earn money for the endowment. The management do some investment to get the endowment funds. They have the unique ways to do the investment which is using the Hybrid Theory. This case is focusing on the endowment. * Endowment: Why endowment become so important? Because the endowment fund is used for developing the university. The fund is for establishing new research program, creating more scholarship for student and buy some new art and collection. The fund also for increasing financial aid, reducing tuition fee for students and improve facilities for learning such as hiring new profesional academic intiatives or creating new laboratorium for research. The total value of endowment for 1990 until 2009 is increased continuosly. The total value in 1990 is $4.7 billion, in 1995 is $7 billion, in 2000 is $18.3 billion...
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...What are the problems of Harvard housing problems in the case? Vacancies are few, student flow is high What are you feelings as you go through this survey? Yes it is too long. There are answers to some questions in section E that could be retrieved by using student ID. What are the strengths and weaknesses of this survey? Strength: survey is thorough; large number of response; replicable over years. Weaknesses: too long and boring; there are hard questions (trade-off questions); the questions are made out of simplistic assumptions such as locations and features instead of more sophisticated human factors. Recommendations: What can be added to the 2005 survey? More human factors: Entertainment habits, dinning preferences. Allston initiative: Questions that help Harvard build a more favorable community for students. (Facilities, with/without varied school composition, transportation). Faculty members could also be consider as a survey object as they are building Allston community. What can be removed from 2001 survey? Factual questions. What can be modified in the 2001 survey? Merge the trade-off questions into a table with five scales from least important to most important. Questions about transportations should also be changed – public transportation would be different in 4 years. Relate to ourselves --- what if we are to design a survey for our final project? How to design high quality surveys? Factors that we think are important when designing a survey: ...
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...ankaj Ghemawat, Raymond Hill, L.G. Thomas "Southern Co. Investment in CEMIG" Harvard Business School Case 707-512 In the spring of 1997, Southern Company had the opportunity to acquire a significant portion of the electric utility in the Brazilian state of Minas Gerais. The shares in the utility, CEMIG, were being sold by the state government as part of a comprehensive privatization of Brazil's electric sector. Brazil's privatization was, in turn, part of a world wide movement toward deregulation and privatization of the electric sector. Like many of its rivals in the utility sector, Southern had committed itself to a strategy of growth by taking advantage of the significant opportunities for cross-border investment that were being created by this trend. The privatization of CEMIG was a particularly appealing opportunity for Southern. Not only was CEMIG one of the largest utilities in Latin America, but this investment would provide a base in the Brazilian market, which was expected to have the largest potential for further growth on the continent. Brazil was in the process of reforming its system of regulating electric utilities and of introducing competition into Brazil's wholesale generating market. These changes would further enhance the potential profitability of investing in CEMIG. In addition to the attractiveness of the investment, Southern had been able to secure non-recourse financing for half of the required amount. Keeping in mind Brazil's volatile economic history...
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...University of Roehampton Referencing Style Guide Harvard Version 2012 Learning Services Supporting innovation in teaching, learning and learner development The Green Room, Library rm 217 www.roehampton.ac.uk/Learningservices Contents INTRODUCTION ...................................................................................................................................... 1 DISCLAIMER ...................................................................................................................................................... 1 ABOUT THIS GUIDE ........................................................................................................................................... 1 WHAT IS REFERENCING, AND WHY SHOULD I DO IT? .................................................................................... 1 PARAPHRASING ................................................................................................................................................. 2 QUOTING ........................................................................................................................................................... 3 CITATIONS ........................................................................................................................................................ 4 . BIBLIOGRAPHIES OR CITED WORKS/REFERENCE LIST ..........................................................................
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...Harvard Referencing © Learning Services, Edge Hill University, 2010 Inclusive Provision It is Edge Hill’s aim to make our services and provision accessible to all users. If you need us to present our training/resources/information in a different format (e.g. electronic copy, large print), or need any other modifications, please contact Inclusive Services: University Library, 1st floor, or Student Information Centre (SIC) ground floor, Ormskirk Tel: 01695 584372 / 584190 E-mail: inclusiveservices@edgehill.ac.uk We will do our best to accommodate your requirements. 2 Contents Section 1: General Questions Harvard Referencing Citing Bibliography Reference list Bibliographic details More than one book by the same author in the bibliography More than one report from the same author, written in one year Appendix Plagiarism Avoiding plagiarism Quoting Referencing a long quote Quoting parts from a long paragraph Paraphrasing Ibid Op.cit. Et al. Edition Author who cites another author (secondary citation) Summarising several authors Bibliographic management tools Page 5 5 5-6 6 6 7 7 7 7 7-8 8 9 9-10 10 10 10 11 11 11 12 12 13-14 14 14 14-15 15 15 16 16 16 16 17 17 17 18 18 18 18 18 19 19 19 20 20 20 20 3 Section 2: Hard copy texts: books, journals, reports, etc. Conventions for titles Book with one author Book with two authors Book with three or more authors Chapter in an edited book Fictitious author Book review Translated book Foreign language book Diary or book...
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...Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun Fun...
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