...HOFSTRA UNIVERSITY FRANK G. ZARB SCHOOL OF BUSINESS "The Frank G. Zarb School of Business at Hofstra University provides a quality education that prepares professionals for a dynamic, globally oriented environment “ DEPARTMENT OF MANAGEMENT, ENTREPRENEURSHIP AND GENERAL BUSINESS GBUS 180 - Business Policy and Strategy Spring 2013 (undergraduate course) All Students are responsible for reading this course syllabus carefully, and complying with all course requirements stated in it. INSTRUCTOR’S NAME Dr. Matthew Sonfield OFFICE HOURS Tues & Thurs 8:00 – 9:30 AM and by appointment LOCATION OF OFFICE 229 Weller Hall CAMPUS TELEPHONE 463-5728 E-MAIL ADDRESS Matthew.Sonfield@ hofstra.edu (e-mail messages will receive responses much faster than voice-mail messages) HOME PAGE http://people.hofstra.edu/hu/faculty/matthew_sonfield/ GENERAL INFORMATION Location of Department Office 228A Weller Hall Telephone of Department (516) 463-5726 Department Chairperson Dr. Li-Lian Gao HOFSTRA UNIVERSITY BULLETIN DESCRIPTION OF COURSE A capstone course enabling students to integrate functional area knowledge in order to effect managerial decisions and assume leadership roles in organizations. Theory and concepts are applied using both case analysis and a computer-based business simulation. Topics include: elements of the strategic planning process, such as strategy formulation and...
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...Owner Controlled Firms: A Historical Perspective of Ownership Concentration in the US, East Asia and the EU Andrew C. Spieler Andrew S. Murray Follow this and additional works at: http://scholarlycommons.law.hofstra.edu/jibl Recommended Citation Spieler, Andrew C. and Murray, Andrew S. (2008) "Management Controlled Firms v. Owner Controlled Firms: A Historical Perspective of Ownership Concentration in the US, East Asia and the EU," Journal of International Business and Law: Vol. 7: Iss. 1, Article 3. Available at: http://scholarlycommons.law.hofstra.edu/jibl/vol7/iss1/3 This Article is brought to you for free and open access by Scholarly Commons at Hofstra Law. It has been accepted for inclusion in Journal of International Business and Law by an authorized administrator of Scholarly Commons at Hofstra Law. For more information, please contact lawcls@hofstra.edu. Spieler and Murray: Management Controlled Firms v. Owner Controlled Firms: A Historic MANAGEMENT CONTROLLED FIRMS v. OWNER CONTROLLED FIRMS: A HISTORICAL PERSPECTIVE OF OWNERSHIP CONCENTRATION IN THE US, EAST ASIA AND THE EU Andrew C. Spieler* & Andrew S. Murray" ABSTRACT This paper will present a historical perspective on the relationship between owner controlled firms and management controlled firms in the US, Europe, and East Asia, and the degree to which concentration of ownership correlates with higher firm valuation. We will discuss how agency theory defines the degree to which...
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...Zeba Hasan March 12, 2013 WRD 104 Professor Staley Suspected Terrorists Post 9/11: Constitution Abandoned The Founding Fathers of the United States created a basic set of laws that all people and officials abide by. Every individual has the right to a fair and speedy trial and the accessibility to a lawyer according to the Sixth Constitutional Amendment. The Eighth Constitutional Amendment bans cruel and unusual punishment while the Fourth Amendment prohibits unreasonable searches and seizures. The words ‘people’ and ‘individual’ occur frequently in the Constitution and do not specify a certain group of people or whether a person must be a United States citizen for these amendments to take effect. Michael E. Cannon, member of the military service for over twenty-two years, noted that these amendments are not followed through when it comes to investigations outside of the United States, notoriously in the Middle East where countless infamous prisons torture prisoners daily, such as Abu Ghraib (Cannon). Many arguments are made as to whether torture should or should not be used during investigations. Torture, in some circumstances, has been shown to aid investigations or in some way break the prisoner. Americans feel secure knowing that they are controlling people from the same nationality or religion as those who hurt the nation tremendously a few years ago. Although the safety of United States’ citizens is a vital necessity and a right when living in the nation, it should not...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0262-1711.htm JMD 30,1 Successful leadership practices during turbulent times Joseph P. Cangemi Western Kentucky University, Bowling Green, Kentucky, USA 30 Harold Lazarus Frank G. Zarb School of Business, Hofstra University, Hempstead, New York, USA Ted McQuade PSC Metals, Cleveland, Ohio, USA Jaime Fitzgerald Fitzgerald Analytics, Inc., New York, New York, USA James Conner Bridgestone/America’s Tire Operations, Austin, Texas, USA Richard Miller Western Kentucky University, Bowling Green, Kentucky, USA, and William Murphree Bison Investments, Bowling Green, Kentucky, USA Abstract Purpose – During difficult economic times the media often highlight examples of failing or failed business organizations. In some cases the demise of corporations is examined in considerable detail often resulting in the following take-home messages: these are the sins that have brought about your failure; and if things had been done differently you might still be a viable company. This paper aims to point out success stories from creative leaders who successfully navigated through challenging environments. Design/methodology/approach – The paper draws on existing cases from the literature highlighting leaders who led their organizations to positive ends during turbulent times. Findings – There are opportunities for company success despite difficult business environments....
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...“Don’t Ask, Don’t Tell” has been a policy enforced in the United States Armed Forces, however the attitudes of this policy in some aspects has transferred to the business sector. Some American citizens believe the “Don’t Ask, Don’t Tell” policy is effective, yet others find it problematic. The policy has affected not only homosexuals wanting to serve our country, but also those attempting to find employment. Homosexuals serving in the military have been a long debated topic throughout U.S. history. As early as Revolutionary War times, the military did not exclude homosexuals from serving our country. However, they did consider sodomy a criminal offense. According to the “Article 125 of Uniform Code of Military Justice (UCMJ) prohibits all service members from engaging in sodomy. Service members found violating this article can be court-martialed and imprisoned if found guility.” (Alexander) Sodomy is defined as, “anal or oral copulation with a member of the same or opposite sex” (Sodomy). In 1778 the first solider, Lieutenant Gotthold Frederick Enslin, was discharged from the Continental Army for sodomy. The military’s main focus was on homosexual behavior, but eventually shifted to eliminate homosexual personnel all together. During this time, psychiatric evaluations were administered to prevent homosexuals from entering the military due to an alleged “medical” reason. In 1916, the Articles of War clearly forbid homosexuals from serving in the U.S. military. ...
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...How a Publicity Biitz Created The iVIyth of Subliminal Advertising By Stuart Rogers I n September 1957, I began what to me was a serious study of contemporary applied psychology at Hofstra C'ollege in Hempstead, Long Island. At exactly the same time, in nearby New York City, an unemployed market researcher named James M. Vicary made a startling announcement based on research in high-speed photography later popularized by Eastman Kodak Company. The Tachistoscope Some time before, a device had been developed that could emit a flash of white light at a speed of I/60,000th ol a second. It was called the tachistoscope. The light pulse of the tachistoscope was so fast that it was imperceptible to human consciousness—what I was learning as a psychology student to call "subliminal." because it was below ("sub") the threshold ("limen") of human perception. The work done for Kodak involved a tachistoscope providing illumination in a pitch-dark studio for a large-lens camera with an open aperture. In one series of experiments, the flash of the tachistoscope was triggered electronically by the sound of a rifle shot, and the image of a bullet in flight was frozen on color film. Perhaps you have seen samples of these remarkable photographs hanging on the walls of your local camera store. Retainers and Consulting Fees Armed with the scientific sound of "tachistoscope,** Vicary invented a sparkling new pseudoscience, and proceeded to contact the CEOs, marketing directors, and advertising...
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...DEFINITION OF THE PROBLEM 1 Background Statement 1 Problem Statement 2 Purpose Statement 3 Limitations of Study 3 Reliability 4 Availability 4 Timeliness 4 Precision Error 4 Researcher Prejudice 5 CHAPTER II 5 LITERATURE REVIEW 5 Selected Review of Literature 5 The Effect of Right-to-Work Laws on Workers and Wages 5 Right-to-Work Laws are Beneficial to Unions and Union Workers 10 Right-to-Work Laws Negatively Affect Unions and Union Workers 16 Free-Riders are the Cause of Union Demise 23 Free-Riders Make Unions More Accountable 26 Results Summary 28 Right-to-Work Laws Weaken Labor Unions 28 Workers Gain Fewer Benefits from Economic Growth under Right-to-Work Laws 28 The Broader Economic Effects of Right-to-Work Laws are Difficult to Separate 29 CHAPTER III 29 CONCLUSIONS AND RECOMMENDATIONS 29 Conclusions 29 Recommendations 30 WORKS CITED 32 CHAPTER I DEFINITION OF THE PROBLEM Background Statement The typical factory worker in the late nineteenth century worked ten hours a day, six days a week. Unskilled workers were paid between $1.00 and $1.50 per day. Children were a significant part of the labour force after the Civil War. Workplace accidents were common, and the idea of compensating workers injured on the job was unheard of at that time. Unemployment was a problem for unskilled laborers and it was not uncommon for a worker to be out of a job at least part of a year. These statements refer to the working conditions of...
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...administrator of University of New Hampshire Scholars' Repository. For more information, please contact scholarly.communication@unh.edu. An Analysis of Fraud: Causes, Prevention, and Notable Cases University of New Hampshire Honors Thesis in Accounting Kristin Kennedy ADMN 799 Professor Le (Emily) Xu Fall 2012 Table of Contents I. II. III. IV. V. VI. VII. Background……………………………………………………………........1 a. What is accounting and what role does financial reporting serve?..........1 b. History of accounting standards………………………………………..2 c. Role of auditing………………………………………………………...5 Fraud……………………………………………………………………….6 a. Two types of fraud……………………………………………………..6 i. Misappropriation of Assets…………………………………….7 ii. Misrepresentation of Financial Statements…………………….7 b. Fraud Triangle………………………………………………………….8 c. What to look for in a fraudster…………………………………………9 Past Cases of Fraud……………………………………………………….10 a. WorldCom…………………………………………………………….11 b. Tyco International Ltd………………………………………………..15 c. Adelphia Communications Corporation…………………………....…17 Sarbanes-Oxley Act of 2002………………………………………...…....20 a. Analysis of SOX: Costs vs. Benefits…………………………………34 i. Interview of...
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...Assessing Your Leadership Style to Achieve Organizational Objectives EILEEN NEWMAN RUBIN Research has shown that there are more than 30 differently named leadership styles, ranging from micro-management to hands-off, each with its own proponents. Six, however, stand out as most com- monly found in business: authoritarian, democratic, transformational, laissez-faire, servant, and situa- tional. A review of the experiences of six leaders who embody these styles reveals that each mode of operating has its pros and cons; there is no sin- gle best approach. Being aware of one’s leadership style and that of others makes it possible to lever- age strengths and compensate for weaknesses and to properly match individuals to a particular role or task—for the good of the entire organization. ©C 2013 Wiley Periodicals, Inc. Whether they are involved in politics, corporate America, or a nonprofit endeavor, the style in which managers and other professionals exert their lead- ership can determine the outcome of their efforts. As the American businessman and political fig- ure Erskine Bowles said, “Leadership is the key to 99 percent of all successful efforts” (Kruse, 2012). But what is the best leadership style to use? There is no simple answer to this seemingly simple ques- tion. One’s leadership style depends on several fac- tors, including the personality of the leader, the or- ganizational culture (and the many subcultures that may exist within it), the personalities of the people...
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...applicable to those areas as well. As one who has a particular interest in the professional responsibilities of lawyers and judges, however, I believe that I can be most useful to the Committee by focusing on that area. A. The Special Need For Undercover Operations against Lawyers and Judges There is surely no need to belabor the importance of integrity in the administration of justice, or the necessity to pursue any corruption vigorously. At the same time, we must recognize that undercover operations directed against lawyers and judges, if inadequately controlled, could have an even more severe impact on the administration of justice than whatever corruption exists. 1 . Monroe H. Freedman is Professor of Law and former Dean of Hofstra University Law School. He has testified on several occasions before the Judiciary Committees of the United States Senate and House of Representatives, and has qualified as an expert witness on lawyers' ethics in federal and state proceedings,...
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...Case Study Bernie Madoff’s Ponzi Scheme: Reliable Returns from a Trustworthy Financial Adviser By Denis Collins Denis Collins is a professor of management in the School of Business at Edgewood College in Madison, Wisconsin. His research interests include business ethics, management, and organizational change. Contact: dcollins@ edgewood.edu A [person] is incapable of comprehending any argument that interferes with his revenue. Rene Descartes Overview This case study is a chronology of the largest Ponzi scheme in history. Bernie Madoff began his brokerage firm in 1960 and grew it into one of the largest on Wall Street. While doing so, he began investing money as a favor to family and friends, though he was not licensed to do so. Over a period of fifty years, these side investments became an investment fund that mushroomed into a $50 billion Ponzi scheme. Bernie1 pled guilty without a trial on March 12, 2009, and was sentenced to 150 years in prison. Thousands of wealthy clients, philanthropic organizations, and middle-class people whose pension funds found their way into Bernie’s investment fund lost their life savings. What to Do? Bernie Madoff, at age 69, owned three very successful financial companies—a brokerage firm, a proprietary trading firm, and an investment advisory firm. On December 10, 2008, the brokerage and proprietary trading firms, managed by his brother and two sons, were performing as well as could be expected in the middle of a deep recession. His investment...
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...HUMAN RESOURCES Conference Paper Abstracts A CHANGE RECIPIENT PERSPECTIVE ON TRAINING AND COMPETENCE DEVELOPMENT DURING ORGANIZATIONAL CHANGE Olsen, Trude Hogvold; Harstad U. College; trude.olsen@hih.no Stensaker, Inger G.; NHH Norw.Schl of Economics and Business Adm.; inger.stensaker@nhh.no As organizations change and adapt to pressures in the external and internal environment, managers and employees are required to learn new competencies and skills. Ideally, new skill requirements should be identified and developed early in the change process in order to ensure that managers and employees are ready to face their new tasks and roles when the changes are implemented. However, despite good intentions at the top management level, employees and middle managers often report uncertainty and a lack of the necessary skills required to implement change. In this paper, we report from a qualitative study of two planned organizational change initiatives in the public sector. The changes involved new work tasks and managerial roles for a group of middle managers. Although the skill requirements appeared to be clear and formal training was initiated, a number of uncertain and ambiguous issues emerged among the change recipients. We examine the types of uncertainty and ambiguity that emerged and how change recipients attempted to handle these challenges. Our findings suggest that although necessary and important, formal training procedures are not adequate for resolving competence-related...
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...Licensed to: iChapters User Licensed to: iChapters User Fraud Examination, Fourth Edition W. Steve Albrecht Chad O. Albrecht Conan C. Albrecht Mark F. Zimbelman VP/Editorial Director: Jack W. Calhoun Editor-in-Chief: Rob Dewey Sr. Acquisitions Editor: Matt Filimonov Associate Developmental Editor: Julie Warwick Editorial Assistant: Ann Mazzaro Marketing Manager: Natalie Livingston Marketing Coordinator: Nicole Parsons Content Project Management: PreMediaGlobal Sr. Manufacturing Buyer: Doug Wilke Production House/Compositor: PreMediaGlobal © 2012, 2009 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706. For permission to use material from this text or product, submit all requests online at www.cengage.com/permissions Further permissions questions can be e-mailed to permissionrequest@cengage.com Library of Congress Control Number: 2010940986 ISBN-13:...
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...ORGANIZATIONAL POWER POLITICS This page intentionally left blank ORGANIZATIONAL POWER POLITICS Tactics in Organizational Leadership Second Edition GILBERT W. FAIRHOLM PRAEGER An Imprint of ABC-CLIO, LLC Copyright © 2009 by Gilbert W. Fairholm 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, except for the inclusion of brief quotations in a review, without prior permission in writing from the publisher. Library of Congress Cataloging-in-Publication Data Fairholm, Gilbert W. Organizational power politics : tactics in organizational leadership / Gilbert W. Fairholm. — 2nd ed. p. cm. Includes bibliographical references and index. ISBN 978-0-313-37976-5 (alk. paper) — ISBN 978-0-313-37977-2 (ebook) 1. Office politics. 2. Leadership. 3. Power (Social sciences) I. Title. HF5386.5.F35 2009 658.4’095—dc22 2009018808 13 12 11 10 09 1 2 3 4 5 This book is also available on the World Wide Web as an eBook. Visit www.abc-clio.com for details. ABC-CLIO, LLC 130 Cremona Drive, P.O. Box 1911 Santa Barbara, California 93116-1911 This book is printed on acid-free paper Manufactured in the United States of America Contents Preface Acknowledgement Introduction: The History and Theory of Power Part I: Defining Power in Work Group Operations Chapter 1: Elements of a Definition Chapter 2: Defining the Forms of Power Chapter...
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...Project Management Casebook Project Management Casebook David I. Cleland, Karen M. Bursic, Richard Puerzer, and A. Yaroslav Vlasak Library of Congress Cataloging-in-PublicationData Project management casebook /edited by David I. Cleland ... [et al.]. P. cm. Includes bibliographical references. ISBN: 1-880410-45-1 (pbk.) 1. Industrial project management--Case studies. I. Cleland, David I. HD69.P75P728 1997 658.4'04--dc21 97-3116 CIP l Copyright O 1998 by the Project Management Institute. Al rights resewed. Printed in the United States of America. No part of this work may be reproduced or transmitted in any form or by any means, electronic, manual, photocopying, recording, or by any information storage and retrieval system, without prior written permission of the publisher. Book Team Editor-in-Chief: James S. Pennypacker Book Designer: Michelle Owen Copyeditor: Toni D. Knott Copyeditor: Amy Goretsb Copyeditor: Mark S.Parker Cover design by: James S. Pennypacker and Dewey Messer Production Coordinator: Mark S. Parker Acquisitions Editor: Bobby R. Hensley PMI books are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please write to the Business Manager, PMI Publishing Division, 40 Colonial Square, Sylva, NC 28779. Or contact your local bookstore. The paper used in this book complies with the Permanent Paper Standard issued by the National Information Standards Organization...
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