...how people think today, so I think McCoy behaviour is not morally blameworthy; but it will be maybe for other people because it describes a moral dilemma (what is wrong and right) so it depends on personal beliefs and culture. The parable of the Sadhu is a very interesting example of the modern society, where the individual doesn’t really know what he has to do, he doesn’t arrive to take an important decision alone if the others do not support him, especially under mental and physical stress. The parable offers an interesting parallel to modern business situations, because in this case people had to make an important decision immediately, only one person reacted on the right way (Stephen), the other were thinking as individuals with different points of view, values and beliefs. In an organisation a manager personalised the values of the company where all can identify themselves in; in this case it wasn’t a ‘manager’ but only a group of person coming from different cultures. I can say that when in a corporation the members share all together the notion of correct behaviour and culture (so interdependent), it is traduced as a positive force because they are strong and they can act and implement immediately. The individual is lost if he is not supported by a group, it is necessary that the individual has a stake in the success of the group. The management has to be sensitive to individual needs and to focus them for the benefit of the group. ‘Introduction to ethical reasoning’ ...
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...Edmondson for the Cummings Award for outstanding achievement in early mid-career, and in 2000 selected her article, "Psychological safety and learning behavior in work teams," for its annual award for the best published paper in the field. Her article (with Anita Tucker), "Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change" received the 2004 Accenture Award for a significant contribution to management practice. Professor Edmondson teaches MBA and Executive Education courses in leadership, team decision making, and organizational learning, and a doctoral course in field research methods. She has served on 21 doctoral committees and is the author of twenty HBS teaching cases, including leadership cases on The Cleveland Clinic, General Motors Powertrain, Prudential Financial, Simmons Mattress Company, YUM brands, IDEO product design, and NASA's failed Columbia mission. Before her academic career, Edmondson was Director of Research at Pecos River Learning Centers, where she worked closely...
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...MULTINATIONAL MANAGEMENT COURSE OUTLINE (2007-09) The globalization of the world economy and the related liberalization of the Indian economy are radically changing the business landscape. The international capital flows into India have increased several-fold since the onset of liberalization; Indian companies are becoming multinationals in their own right--a trend certain to intensify in the coming years. All in all, multinationals are becoming more ubiquitous as an instrument of economic and business activity. The business leaders of tomorrow need to be trained today in the unique requirements of multinational management. It is toward this objective that the proposed course in Multinational Management is being offered. The course combines a number of sub-disciplines from the fields of social sciences and business administration. It is broad in sweep; its depth is pitched at the PGP level. The overall course is divided into four modules, as follows: Module I--International Business Context-- provides an historical perspective on globalization and presents a viewpoint on its future direction. It also covers some of the globalization drivers including international trade and investment and how they spawn multinational activity. The phenomenon of domestic and cross-border corruption and bribery, often an inherent part of such activities, is discussed. Finally, it postulates how countries and companies can develop competitive advantage and defines the implications...
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...1. Identify the nuggets from the two-day sessions of Business Ethics class and explain how would you apply those nuggets in your work place. ANSWER: Nuggets from the lecture Ethics defined as the study of right or wrong and as broadly as the general inquiry into what is good. Ethics examines the right or wrong within the context of moral duty. Business ethics is a form of applied ethic in business activity that examines ethical principle and moral or ethical problem that may occurred on business environment. It is applies to all business activity either to the conduct of individual or entire organization. Some business may have same issue related to the business ethic such as problem of product quality, transparency of the financial statement, environmental issues, human right, workplace quality and safety issue etc. In business a company shall create a regulation and code that will regulate the daily life and how business should perform in ethical way. Those we call it Code of Business ethic and Conduct. Code of business ethic and conduct for the company is very important to set up and regulate the life of company. It’s collection of principle in term how they believe and aims to live by. It is also reflected the corporate culture and its vision and mission of the company. How the code of conduct applied in Chevron which they call it “The Chevron Way”. The Chevron code of conduct built in line with their company’s vision and mission. Integrity is one of highest...
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...role of alliances and linkages with customers, suppliers, and other third parties. Course Structure: This course introduces the latest and most relevant thinking, research and best practices, with an emphasis on learning based on the experiences of actual firms around the world. Individual and team-based project work is an important part of this course. We will be discussing a number of research papers, case studies and relevant reading material during this course. Class interaction is vital to understanding many of the central themes and issues in the area of global innovation. Textbooks: Reverse Innovation, Govindarajan and Trimble, 2012 ISBN-10: 1422157644 ISBN-13: 978-1422157640 The Innovator’s Dilemma, Christensen, 2011 ISBN-10: 0062060244 ISBN-13: 978-0062060242 Case and Readings (HBS): Coursepack: https://cb.hbsp.harvard.edu/cbmp/access/28805771 Course requirements: There will be different types of readings and assignments in this course. First, there is the standard pre-class preparation of all the session readings and cases, which is expected of all participants. Second, there will be discussant-led...
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...15.567 Reading Guide Session 22: Emerging Electronic Markets When we discussed search theory, we found that lower search costs could facilitate the emergence of new markets. In some cases, those opportunities will be among people who previously had little interaction with IT. Since the vast majority of world’s people are in developing nations, the social and economic effects of IT can be proportionately more important there. The eChoupal case provides a closer look at one such situation. Readings Required: Upton and Fuller, “The ITC eChoupal Initiative”, HBS Case 604016 Optional: Malone, Yates and Benjamin, “Electronic Markets and Electronic Hierarchies”, Communications of the ACM, 1987. Sachs “The Digital War on Poverty” Project Syndicate. http://www.project- syndicate.org/commentary/sachs144 URLs: https://www.mturk.com/mturk/welcome http://en.wikipedia.org/wiki/Amazon_Mechanical_Turk Study Questions Please think about the following questions as you do the readings. 1. What was ITC's motivation for creating the eChoupal? 2. What were the old and new physical flows and information flows in the channel? 3. What principles did it employ as it built the newly-fashioned supply chain? 4. What barriers did ITC face in embarking on this project? 5. How should ITC develop this platform for the future? Is it sustainable? 6. Are you optimistic or pessimistic about the prospects of the “Digital War on Poverty” as described by Jeffrey...
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...Becker, J. (2001) School investments in instructional technology. Teaching, learning, and computing report, report 8. Retrieved February 25, 2008, from http://www.crito.uci.edu/tlc/findings/report_8/startpage.htm Apple Classrooms of Tomorrow (ACOT). (2000) Influences and barriers to the adoption of instructional technology. In Proceedings of the mid-south instructional technology conference. Retrieved April, 20, 2008, from http://www.mtsu.edu/%7Eitconf/proceed00.htm Van Dusen, J. (2000) Integrating technology into the classroom: eight keys to success. J Technol Teach Educ 10(1):95–100 Perkins, L. (2001) Putting the pieces together. Paper presented at the international conference on learning with technology, does technology make a difference? Temple University, Philadelphia, March 2000 Erickson, N. (2002) Combining universal access with faculty development and academic facilities. Commun ACM 41(1):36–41. doi:10.1145/268092.268106 CrossRef Roblyer, L. (2007) Oversold and underused: computers in the classroom. Harvard University Press, Cambridge, MA 1. Glyn, P. (Winter 2005) High access and low use of technologies in high school classrooms: explaining an apparent paradox. Am Educ Res J 2. Debard R, Guidera S (2000) Adapting asynchronous communication to meet the seven principles of effective teaching. J Educ Technol Syst 28(3):219–230. doi:10.2190/W1U9-CB67-59W0-74LH CrossRef 3. Dede C (2000) Rethinking how to invest in technology...
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...REVIEW OF EXHIBITIONIn Fine Style: The Art of Tudor and Stuart Fashion (London, The Queen’sGallery, Buckingham Palace, 10 May–6 October 2013). Catalogue In Fine Style:The Art of Tudor and Stuart Fashion, ed. Anna Reynolds. London: Royal Collec-tion Trust, 2013. 300 pp. illus., over 320 colour. £45.00. ISBN: 978-1905686445(hb).‘In Fine Style: The Art of Tudor and Stuart Fashion’, described as the Royal Collec-tion’s first exhibition of royal fashion, presented the visitor with an impressive numberof Tudor and Stuart portraits, most of which were drawn from the Queen’s Collection.Over sixty pictures, some very well known and others less so, were used to exploreclothing worn by the English monarchy and nobility between 1485 and 1714. Thevirtue of selecting paintings spanning approximately 230 years of English and thenBritish history, ranging from Henry VII to Queen Anne, made it possible to focussharply on how royal fashions changed over a significant period of time. And thesewere turbulent times that saw the rise and fall of two royal houses, queens regnant aswell as kings, a minority, a regicide, and the Restoration. Against this context, maleclothing evolved from the doublet and hose worn with a long gown (favoured by HenryVII), to being accompanied by a short, semi-circular cloak worn nonchalantly on oneshoulder (by the reign of James I), to the coat, vest and breeches. This forerunner tothe modern three-piece suit was introduced by Charles II and became really estab-lished under...
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...4208 REV: JANUARY 4, 2011 STEVEN C. WHEELWRIGHT WILLIAM SCHMIDT Scientific Glass, Inc.: Inventory Management In January 2010, Ava Beane, the newly hired Manager of Inventory Planning for Scientific Glass (SG), contemplated the critical nature of her first big project with the company. During her interviews for the job, several executives had told her very directly that the company’s need for a more effective way to manage its inventory was urgent. At the time, Beane had felt confident she could address the problem quickly and meaningfully. Now on the job for several weeks, Beane was gaining a fuller appreciation of the difficulties of the task. Until recently, SG had treated inventory management as largely an afterthought. As a fastgrowing organization with annual sales of $86 million, the company historically emphasized the twin goals of continued sales growth and high customer satisfaction. During the past year, however, executives at the company had identified a disturbing trend: Inventory balances were increasing substantially, which tied up extra capital the company needed to fund its growing operations. In recent years the company exceeded its target debt to total capital ratio of 40%. If this trend persisted, it could jeopardize SG’s ability to fund a planned expansion into new international markets. Beane was given four weeks to come up with recommendations on how to make the inventory plan support the company’s sales and customer-service objectives...
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...HB 436:2004 Handbook Risk Management Guidelines Companion to AS/NZS 4360:2004 Originated as HB 142—1999 and HB 143:1999. Jointly revised and redesignated as HB 436:2004. COPYRIGHT © Standards Australia/Standards New Zealand All rights are reserved. No part of this work may be reproduced or copied in any form or by any means, electronic or mechanical, including photocopying, without the written permission of the publisher. Jointly published by Standards Australia International Ltd, GPO Box 5420, Sydney, NSW 2001 and Standards New Zealand, Private Bag 2439, Wellington 6020 ISBN 0 7337 5960 2 Preface This Handbook provides generic guidance for establishing and implementing effective risk management processes in any organization. It demonstrates how to establish the proper context, and then how to identify, analyse, evaluate, treat, communicate and monitor risks. This Handbook is based on the Joint Australian/New Zealand Standard, AS/NZS 4360:2004, Risk management (the Standard). Each Section contains an extract from the Standard, followed by practical advice and relevant examples. This basic guide provides a generic framework for managing risk. It may be applied in a very wide range of organizations including: • public sector entities at national, regional and local levels; • commercial enterprises, including companies, joint ventures, firms and franchises; • partnerships and sole practices; • non-government organizations; and • voluntary organizations such as charities...
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...modules that constitute the core of the course. The paper also describes an analytical framework that has been developed through the creation of the course materials to guide critical financial decisions on financing, investment, risk management and incentive management within a multinational firm. This framework emphasizes the need to reconcile conflicting forces in order for multinational firms to gain competitive advantage from their internal capital markets. The paper concludes with a discussion of the course's pedagogical approach and detailed descriptions of all the course materials, including 19 case studies, corresponding teaching notes, several module notes and supplementary materials. Mark Veblen, Kathleen Luchs and Claire Gilbert provided excellent research assistance in the process of writing these cases and the course overview note. Seminar participants at the HBS CORE seminar provided particularly helpful comments and...
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...* * Business School * * MGT3150 * * Managerial Leadership Module Handbook Autumn Term (24 week module) Department : Business and Management Module Leader: Jennie O’Connor Email: jennie4@mdx.ac.uk Telephone: 020 8411 4242 Room: W125 Campus: Hendon Module Tutors: Gavin Andrews (Hendon) Baboo Bhurusingh Ramkissoon (Mauritius) Eric Hwang (Hong Kong) Mr. C H Liyanage (ICB – Sri Lanka) Mohamad Rishardh (ICT – Sri Lanka) Neelofer Mashood (Dubai) Academic Year: October 2012/2013 Table of Contents Section | Content | Page | 123456Appendices123 | Module AimsModule SyllabusLearning OutcomesTeaching and Learning StrategiesLearning ResourcesAssessment StrategyKey DatesTeam Progress ReportAuthentic Learning Report Marking Criteria | 334579141517 | | | | 1. MODULE AIMS The purpose of general business and management programmes is threefold: 1. Study of organisations (public, private and non profit), their management and the changing external environment in which they operate. 2. Preparation for, and the development of, a career in business and management. 3. Enhancement of lifelong learning skills and personal development to contribute to society at large (QAA 2007). Within this context, this module aims to do the following: 4. Examine the historical context of managerial...
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...STRATEGIC MANAGEMENT TEXAS EXECUTIVE MBA PROGRAM FALL 2011 Professor David B. Jemison CBA 3.232 Telephone 471-8757 David.Jemison@mccombs.utexas.edu Texts: Porter, Michael E. Competitive Strategy. (New York: Free Press, l998). Course Description Perspective and Themes This course is about the creation and maintenance of a long-term vision for the organization. This means that it is concerned with both the determination of strategic direction and the management of the strategic process. As such, it deals with the analytical, behavioral, and creative aspects of business simultaneously. The course is organized around six themes in strategic management: the role of the general manager, the components of business strategy, corporate strategy development, divisional-level strategy development, managing strategic change, and the development of general managers. Our perspective in this course is that of the leader whose responsibility is the long-term health of the entire firm or a major division. The key tasks involved in general management include the detection of and adaptation to environmental change; the procurement and allocation of resources; the integration of activities across subparts of the organizations; and, at the most senior levels, the determination of purpose and the setting of corporate direction. General managers, from our perspective, are managers who are in the position to make strategic decisions for the firm. Note that such...
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...For the exclusive use of J. Toerroenen 9-910-045 REV. MAY 13, 2013 JOHN S. HAMMOND C.K. Claridge, Inc. On a Sunday in mid-September 2009, Christine Schilling was in the office of Ralph Purcell, president of C. K. Claridge, Inc. (CKC). Schilling, recently hired by Purcell, was going over an analysis she had recently prepared and discussed at a meeting in New York with the firm’s intellectual property attorneys. Purcell hoped that by the end of the afternoon, aided by Schilling’s insights, he would be able to establish a course of action that might hasten the final settlement of a patent suit brought against CKC three years earlier by the Tolemite Corporation and its licensee, Barton Research and Development (BARD). The Contenders CKC was founded in Milwaukee, Wisconsin, in 1948 as a commercial outlet for the inventive genius of Dr. Charles K. Claridge, an astute organic chemist. Dr. Claridge owned and managed the company until 1996, when, desiring to retire, he sold it along with all of its patents and products to Arnoux Industries, a small Chicago-based conglomerate. CKC continued to prosper as an Arnoux subsidiary and by 2009 had projected annual sales of about $105 million, 14% of the Arnoux total. About 10% of CKC’s sales in 2009 were derived from a chemical component called Varacil, whose manufacturing process was the subject of the patent suit. The remainder of its sales included a wide range of specialty organic chemical products, sold in relatively...
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...9-205-056 REV: APRIL 26, 2006 MIHIR A. DESAI VINCENT DESSAIN ANDERS SJÖMAN Nestlé and Alcon—The Value of a Listing Wolfgang Reichenberger, Chief Financial Officer (CFO) at Swiss food giant Nestlé, and Francisco Castañer, Executive Vice President (EVP), stepped into the offices of Peter Brabeck-Letmathe, Chief Executive Officer (CEO). On this day in early September 2001, they had important business to discuss with the company’s CEO. As EVP, Castañer was responsible for the non-food business of the Nestlé Group worldwide. Although Nestlé was primarily known for its food brands—such as Nescafé, Perrier and Buitoni—the company had some select activities in other sectors. Its two largest non-food holdings were in fullyowned eye-care company Alcon, a producer of ophthalmic drugs, equipment for ocular surgery, and contact lens solutions, and a large stake in cosmetics giant L'Oréal. For a while now, Nestlé had discussed carving out a part of Alcon for a public listing. The larger question then, that Reichenberger and Castañer wanted to discuss with Brabeck, was what effect a carve-out would have on Nestlé’s overall valuation. Assuming further that they did list Alcon, two other questions followed suit. First, how should they arrive at an appropriate valuation of Alcon? Second, on what stock exchange should they list their Texas-based, but Switzerland-incorporated, subsidiary: in New York or Zürich? Nestlé, The World’s Largest Food Company At the beginning of the new millennium...
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