...island in the book "Lord of the Flies' by William Golding, Jack tends to stir the pot between him and Ralph. Jack does many things to put Ralph in trouble and make him seem like a bad person. Ralph is a better leader than Jack in Lord Of The Flies. The first reason why Ralph is a better leader than Jack is because of his ability to stay calm when tensions between the group arise. On page 33, it is said by Ralph that "That's what this shell's called." I'll give the conch to the next person to speak to. He can hold it when he's speaking." And he won't be interrupted. Except by me. This shows that Ralph is prioritizing the peace between everyone and ensuring that when people want to speak, they can. This example of Ralph using the conch supports my claim because when the conch is allowed to be used by a certain person, this creates the person to be able to share what they are feeling without backlash or judgment in the moment, which internally and externally creates calmness within them, which makes people feel secure and safe with Ralph being the leader that he is....
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...Curriculum Source References The following references were used in the CFA Institute-produced publications Quantitative Methods for Investment Analysis, Analysis of Equity Investments: Valuation, and Managing Investment Portfolios: A Dynamic Process. Ackerman, Carl, Richard McEnally, and David Ravenscraft. 1999. “The Performance of Hedge Funds: Risk, Return, and Incentives.” Journal of Finance. Vol. 54, No. 3: 833–874. ACLI Survey. 2003. The American Council of Life Insurers. Agarwal, Vikas and Narayan Naik. 2000. “Performance Evaluation of Hedge Funds with OptionBased and Buy-and-Hold Strategies.” Working Paper, London Business School. Ali, Paul Usman and Martin Gold. 2002. “An Appraisal of Socially Responsible Investments and Implications for Trustees and Other Investment Fiduciaries.” Working Paper, University of Melbourne. Almgren, Robert and Neil Chriss. 2000/2001. “Optimal Execution of Portfolio Transactions.” Journal of Risk. Vol. 3: 5–39. Altman, Edward I. 1968. “Financial Ratios, Discriminant Analysis and the Prediction of Corporate Bankruptcy.” Journal of Finance. Vol. 23: 589–699. Altman, Edward I. and Vellore M. Kishore. 1996. “Almost Everything You Wanted to Know about Recoveries on Defaulted Bonds.” Financial Analysts Journal. Vol. 52, No. 6: 57−63. Altman, Edward I., R. Haldeman, and P. Narayanan. 1977. “Zeta Analysis: A New Model to Identify Bankruptcy Risk of Corporations.” Journal of Banking and Finance. Vol. 1: 29−54. Ambachtsheer, Keith, Ronald Capelle, and...
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...International Relations Theory The new edition of International Relations Theory: A critical introduction introduces students to the main theories in international relations. It explains and analyzes each theory, allowing students to understand and critically engage with the myths and assumptions behind each theory. Key features of this textbook include: • discussion of all of the main theories: realism and (neo)realism, idealism and (neo)idealism, liberalism, constructivism, postmodernism, gender, and globalization two new chapters on the “clash of civilizations” and Hardt and Negri’s Empire innovative use of narratives from films that students will be familiar with: Lord of the Flies, Independence Day, Wag the Dog, Fatal Attraction, The Truman Show, East is East, and Memento an accessible and exciting writing style which is well-illustrated with boxed key concepts and guides to further reading. • • • This breakthrough textbook has been designed to unravel the complexities of international relations theory in a way that allows students a clearer idea of how the theories work and the myths that are associated with them. Cynthia Weber is Professor of International Studies at the University of Lancaster. She is the author of several books and numerous articles in the field of international relations. International Relations Theory A critical introduction Second edition Cynthia Weber First published 2001 by Routledge Second edition published 2005 by Routledge...
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...Purpose – To assist colleagues in tying current ideas to previously established practices. To generate discussion of the current relevance of students’ understanding management history. Design/methodology/approach – A review of representative classic theorists with an eye toward matching their behavior to that of current newsmakers. This is presented in a model to insure that like areas are compared. Findings – The past is in the present. Although we may live in the day of “enlightened” “collaborative” management; there are still successful people who operate differently. Practical implications – Readers of the paper will be able to make immediate application of the model. Originality/value – Even presentation of the obvious has value. The model format is a dynamic document that others can use and improve upon. Keywords Management history, Management theory Paper type General review ˆ Plus ca change, plus c’est la meme chose. The more things change, the more they stay ¸ the same. Whatever the intended interpretation, this well-known phrase communicates the idea that the past serves as an accurate prologue and interpreter for the present as well as the future. Plutarch, centuries ago, observed: To make no mistakes is not in the power of man; but from their errors and mistakes the wise and good learn wisdom for the future. Journal of Management History Vol. 12 No. 3, 2006 pp. 278-292 q Emerald Group Publishing Limited 1751-1348 DOI 10.1108/17511340610670188 ...
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...Journal of Social Issues, Vol. 49, No. 4 , 1993. pp. 227-251 The Bases of Power: Origins and Recent Developments Bertram H. Raven University of California, Los Angeles The history and background of the analysis of the basis of power is examined, beginning with its origins in the works of Kurt Lewin and his followers at the Research Center for Group Dynamics, particularly the early research by John R. P. French. The original French and Raven (1959) bases of power model posited six bases of power: reward, coercion, legitimate, expert, referent, and informational (or persuasion; Raven, 1965). Since then, as the result of considerable research, the model has gone through signiJicant developments. A more comprehensive model is presented here that reviews the following: various motivations of the influencing agent; an assessment of available power bases in terms of potential effectiveness, time perspective, personal preferences, values and norms; consideration of other strategies such as manipulation; utilization of various preparatory and stage-setting devices to strengthen olte’s power resources; implementation of the power strategies; assessment of effectiveness of influence attempt and its positive andl or negative aftereffects; use of various ameliorative devices; and review, reconsideration, and another round of influence strategies. The overall model is examined in terms of its applicability to various settings including hospital infection control, patient compliance...
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...LEADERSHIP IN ORGANIZATIONS(Draft Syllabus) B01.1302.25 Spring 2010 Professor R. Kabaliswaran Office: KMC 7-56 E-mail: rkabalis@stern.nyu.edu Office Hours: 11:30 AM– 1:00 PM on class days and by appointment Class Hrs: Wed 1:30-4:20 PM on Jan 27; Feb 3, 10, 17, 24; Mar 3, 10, 24, 31; Apr 7, 14, 21, 28. Due Dates Team Case Write-up: 2/24. Final Team Project : 4/28. Indiv Take Home Final: 5/2. ____________________________________________________________ _________________ Course Overview Welcome aboard! What do leaders do? What happens inside organizations? And how do these relate to each other? In a nutshell, that’s the stuff this course is made of. Business organizations of all types face chronic management problems that pose significant challenges to them. These problems include the difficulty of designing organizations capable of coping with highly dynamic business environments, the challenge of developing strategies and structures for hypercompetitive conditions, the greater complexity of managing global enterprises, the difficult task of shaping a corporate culture, managing politics and conflict between individuals and organizational units, motivating employees who are more mobile than ever, designing attractive incentive systems, managing and harnessing intellectual capital, and so on. Such challenges and how the top leadership can deal with them are the subject of this course. The course has two major components. The first is “macro” in nature. It focuses on organizational...
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...Television History - A Timeline 1878-2005 1878 William Crookes confirmed the existence of cathode rays by building a tube to display them in. 1897 German scientist Karl Ferdinand Braun constructs the cathode ray tube scanning device. 1900 Russian Constantin Perskyi introduces the word "television" at the 1st International Congress of Electricity at the World's Fair in Paris. Souvenir trading cards are sold at the same fair, two predicting color television and news radio in the year 2000. 1905 Philipp Lenard wins the Nobel Prize in physics for his research on cathode rays. 1907 A.A. Campbell Swinton in England and Boris Rosing in Russia independently propose an electronic scanning system in which a cathode ray tube could produce an image on a phosphorus-coated screen. 1923 Vladimir Zworykin, working for Westinghouse Electric, patents the iconoscope, a television transmission tube and in 1924, patents the kinescope, the receiver tube. 1925 In England, John Logie Baird demonstrates the first moving television pictures via a mechanical system based on Nipkow's disk; they were recognizable human faces in 1925 and moving objects in 1926. He had shown a still image of Felix the Cat in 1924. 1927 Philo Farnsworth transmits the first electronic television image and applies for a patent on the first complete electronic system, the Image Dissector. The first practical demonstration of television is arranged by Bell Labs and AT&T, when Commerce Secretary Herbert...
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...CTCS 466 LECTURE NOTES 1/17: John Dies At the End * CTCS 466 * Former Professors * Arthur Knight * Charles Chaplin * Former Students * Ron Howard * Robert Zemeckis * 16 mm/35 mm * Brotherly Love (Popeye), Max Fleischer * Original song * Made for adults as well as children * Take place in cities * As opposed to the barnyard settings of early Disney * Classic cartoon * Postmodern cartoon (The Simpsons) * Digital Cinema Print (DCP) * Ted Mundor, Landmark Theatres * Career * Monsters Magazine Film Fan Monthly (13 y.o.) * Movies on TV & TV Movies (17 y.o.) * American Society of Cinematographers (ASC) * Gene Shalp, The Today Show * Bruce Cook, Entertainment Tonight * Theme: Great Moments from Movie Musicals * “Somewhere Over the Rainbow”, The Wizard of Oz * Only a few cuts * Simplicity requires confidence * Contrast with the circus of Les Miserables * Remains in character without melodrama * Impression that she actually is singing * She is very much still Dorothy Gale, not Judy Garland * John Dies At the End * Phantasm * Bubba Hotep * Horror + Fantasy + Comedy * Based on novel of the same name * Don Coscarelli (Director/Producer) * Loved...
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...Monash University, VIC 3800, Australia E-mail: kesten@kestencgreen.com Phone +64 4 976 3243; Fax +64 4 473 0643 February 21, 2006 IJB05CmObj27.doc International Journal of Business (forthcoming) Abstract Competitor-oriented objectives, such as market-share targets, are promoted by academics and are commonly used by firms. A 1996 review of the evidence, summarized in this paper, indicated that competitor-oriented objectives reduce profitability. However, we found that this evidence has been ignored by managers. We then describe evidence from 12 new studies, one of which is introduced in this paper. This evidence supports the conclusion that competitor-oriented objectives are harmful, especially when managers receive information about market shares of competitors. Unfortunately, we expect that many firms will continue to use competitor-oriented objectives to the detriment of their profitability. Key words: competition, market share, objectives, profitability. JEL CLASSIFICATION: L21, M21, M31. 2 Many managers have a natural inclination to want to beat their competitors. Our concern in this paper is the relationship between competitor orientation and performance. We show that competitor-oriented objectives are detrimental to firms’ profitability and that the use of information and decision aids to support such an orientation exacerbates the harm. The pursuit of competitor-oriented objectives is consistent with the long-held belief that business is like warfare. In the...
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...Licensed to: iChapters User Eugene F. Brigham UNIVERSITY OF FLORIDA Joel F. Houston UNIVERSITY OF FLORIDA Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Eugene F. Brigham UNIVERSITY OF FLORIDA Joel F. Houston UNIVERSITY OF FLORIDA Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Licensed to: iChapters User This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time...
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...American Pop: Popular Culture Decade by Decade. Ed. Bob Bacthelor. Westport, CT: Greenwood Press 2009. 978-0-313- 34410-7. 4 vol. 1,604p. $375.00. Gr. 9-12. This four volume set gives students a broad and interdisciplinary overview of the many and varied aspects of pop culture across America from 1900 to the present. The volumes cover the following chronological periods: V 1. 1900-1929, V 2. 1930-1959, V 3. 1960-1989 and Vol. 4. 1990-Present. There is an Introduction for each volume focusing on the major issues during that period. There is a Timeline of events for the decade which gives extra oversight and content to the study of the period and an Overview of each dcade. Chapters focus on specific areas of pop culture (Advertising, Books, Entertainment, Fashion, Food Music and much more) supplemented with sidebars containing stories, photos, illustrations and Notable information. There are endnotes for each decade and a Resource Guide and Index. Volume 4 also contains a Cost of Products from 1900-2000, and an Appendix with Classroom Resources for teachers and students and a Cumulative Index. Students, teachers and the general reader will love sifting through the experiences of Americans as they easily follow the crazes, technological breakthroughs and the experiences of art, entertainment, sports and other cultural forces and events that influenced each generation. Reference– Popular Culture ...
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...Learning with Cases INTRODUCTION The case study method of teaching used in management education is quite different from most of the methods of teaching used at the school and undergraduate course levels. Unlike traditional lecture-based teaching where student participation in the classroom is minimal, the case method is an active learning method, which requires participation and involvement from the student in the classroom. For students who have been exposed only to the traditional teaching methods, this calls for a major change in their approach to learning. This introduction is intended to provide students with some basic information about the case method, and guidelines about what they must do to gain the maximum benefit from the method. We begin by taking a brief look at what case studies are, and how they are used in the classroom. Then we discuss what the student needs to do to prepare for a class, and what she can expect during the case discussion. We also explain how student performance is evaluated in a case study based course. Finally, we describe the benefits a student of management can expect to gain through the use of the case method. WHAT IS A CASE STUDY? There is no universally accepted definition for a case study, and the case method means different things to different people. Consequently, all case studies are not structured similarly, and variations abound in terms of style, structure and approach. Case material ranges from small caselets (a few paragraphs...
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...TE AM FL Y Praise for Marketing Insights from A to Z “The bagwan of Marketing strikes again. Leave it to Phil Kotler to revisit all of our blocking and tackling at just the right time . . . and as all great marketers know: ‘timing is everything.’” —Watts Wacker Founder and CEO, FirstMatter Author, The Deviant Advantage: How Fringe Ideas Create Mass Markets “Wide-ranging, readable, pithy, and right on target, these insights not only are a great refresher for marketing managers but should be required reading for all nonmarketing executives.” —Christopher Lovelock Adjunct Professor, Yale School of Management Author, Services Marketing “Kotler tackles the formidable challenge of explaining the entire world of marketing in a single book, and, remarkably, pulls it off. This book is a chance for you to rummage through the marketing toolbox, with Kotler looking over your shoulder telling you how to use each tool. Useful for both pros and those just starting out.” —Sam Hill Author, Sixty Trends in Sixty Minutes “This storehouse of marketing wisdom is an effective antidote for those who have lost sight of the basics, and a valuable road map for those seeking a marketing mind-set.” —George Day Geoffrey T. Boisi Professor of Marketing, Wharton School of Business “Here is anything and everything you need to know about where marketing stands today and where it’s going tomorrow. You can plunge into this tour de force at any point from A to Z and always come up with remarkable insights and...
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...ANSWERS TO COMMA COMBINE PRACTICE Commas essential nonessential answers 1. Patterson Tower, the recently completed office building, is a monument to concrete ugliness. 2. The movie that I wanted to see is no longer playing. 3. Each person who enters the contest must send in two box tops. 4. John decided, nonetheless, not to buy the car. 5. The Mississippi River, which once flowed north into Hudson Bay, flows south into the Gulf of Mexico. 6. Your cat, watching the dog intently, walked carefully away. 7. The cat that was watching the dog most intently walked carefully away. 8. TV commercials, sometimes the most entertaining parts of a program, are essentially flashy corporate propaganda. 9. The dam project, which many in the government consider to be a sign of national strength, will destroy hundreds of villages and vast areas of wildlife habitat along the river banks. 10. The free-jazz musician Sun Ra claimed to be from Saturn. 11. The one woman who did not attend the meeting said that she had to study for her chemistry exam. [who did not attend the meeting is an essential clause, defining the specific woman in question.] 1 2. He did not however intend to return the money he borrowed. [however is a Non-Essentials word.] 1 3. West Point cadets, who break the honor code, are expelled. [who break the honor code is an essential clause, defining a subset of cadets.] 1 4. She was as a matter of fact chiefly interested in becoming a Hollywood celebrity. [as a matter of...
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...PRAISE FOR THE EXTRAORDINARY LEADER “The Zenger Folkman leadership model is distinguished from others in that it is backed up by research and data. That data validates the effectiveness of identifying an individual’s strengths and developing them, rather than focusing on weaknesses. The Zenger Folkman philosophy has its eye on the right goal – real, measurable results.” —Bill Blase Senior Executive Vice President Human Resources AT&T Corp. “I fell in love with The Extraordinary Leader on page 1. From the moment I started reading I really got jazzed, and my enthusiasm only increased the more I read. You see, I’m just mad about books that attack cherished but unsupportable assumptions about anything, especially leadership. That’s exactly what Jack Zenger and Joe Folkman do, and they do it persuasively, precisely, and professionally. The Extraordinary Leader is no hackneyed rehashing of tired nostrums. Through their exceptional research, the authors demonstrate and prove that leadership does make a difference and that you can learn to lead. There are some profound insights in this book, and whether you’ve studied leadership for over 20 years, as I have, or you are brand new to the subject, Zenger and Folkman give you much more than your money’s worth. And while their research gives the book distinctive credibility, their examples and practical applications give it life. This is a book that scholars and practitioners will be referring to for years to come. If your goal is to...
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