...P A R T I Discovering Momentum 1 1 The Power of Momentum Where’s the Impetus? Momentum. Most businesses get it at some point: the impression that everything they undertake succeeds effortlessly, as if they’re being carried along by a tailwind that increases their efficiency and propels them on to exceptional growth.1 Some hold on to it. Most don’t. Slowly, imperceptibly, the tailwind turns around and the momentum disappears, without anyone quite realizing what has happened. The company is still growing, but not as strongly as before, not as efficiently. Everyone’s maxing out, but it seems like there’s molasses in the works. Sound familiar? Sooner or later, it hits you in the face. Imagine you are meeting up with a senior analyst whose opinion counts with some of your company’s biggest investors. You think you’re on safe ground—after all, your company is doing better than the competition. But the analyst is in full gimlet-eyed, illusion-killing mode. “That’s nothing to crow about,” she says. “Yeah, you’ve got reasonable growth, but it’s nothing exceptional. You’re a safe bet, nothing more. Okay, I might tell my mom to buy, but 3 The Momentum Effect then she’s happy with inflation plus one. The way we see it, you’re really grinding it out. We reckon the strain’s getting harder, too. There’s no impetus—no momentum.” Words like that can really take the gloss off a day. The next time you gather your team, you don’t congratulate them on beating their targets—you...
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...Chapter 2 REVIEW OF RELATED LITERATURE AND STUDIES This chapter presents the review of the related literature and studies underlying the framework of the study. It includes the conceptual model of the study and the operational definition of terms. Review of Related Foreign Literature Computer Games Computers are used in entertainment for a very long time since 1970’s. Video games are used as a significant source for young generation such as children, teenagers and young adults in entertainment industry. Nowadays, computer games are played on not only PC’s but also on different gaming platforms like Xbox, Nintendo Wii and on mobile devices such as hand phones and PDA’s. This makes computer games much wider and popular. (Mitchell & Savill-Smith, 2009) Playing is one of characteristics of human. People learn serious information during playing computer games while feeling pleasure. Computer and video games become one the most popular activity for leisure times of young people in both western and Asian societies. (Vorderer, 2010) Positive and negative effects of computer games are discussed heavily especially on teenagers. Negative effects include headaches, eye problems, chest pain, and fatigue. Also game play causes sleep deprivation associated with eyes and 4 muscle problems. Playing computer games also create damage to social life by causing decrease on socialness and less positive behavior towards society. (Griffiths, 2010) Beside of negative effects, computer games...
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................................................................................................. 3 Scope .................................................................................................................................................................... 3 How are teams being organised?.......................................................................................................... 7 Substituting grades and roles ............................................................................................................................... 7 Reducing staff or team size .................................................................................................................................. 8 Empowering patients............................................................................................................................................. 9 Changing the place of care ................................................................................................................................. 10 Working across organisations ............................................................................................................................. 10 Working across regional areas ........................................................................................................................... 11 How is technology being adopted? ..............................................................................................
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...1 United States Coast Guard Auxiliary Study Can the U.S. Coast Guard Auxiliary survive in the 21st Century? How changing generational attitudes will affect an all-volunteer organization August 2006 1 This page intentionally left blank INDEX 1. Introduction 1 2. Analysis 3 A. The canary in the mine 4 B. Understanding generational attitudes 4 C. Four generations 5 D. Exploring the next generation of retirees: The Baby Boomers 6 E. Gen-X: It’s about lifestyle 8 F. Call them Gen-Y or Millennials, they deserve our attention 10 G. The new volunteers: What to expect 12 ` H. My time is not your time 14 I. Generational differences shaping leadership 15 J. American volunteer rate steady 17 3. Conclusions 19 A. Past expectations 20 B. Present construct 20 C. Spontaneous volunteer: Something new 21 D. High touch 21 E. Exploring contemporary trends in volunteering 23 1. Volunteer burnout 23 2. The human touch 24 3. Professionalizing the volunteer corps 25 4. New forms of volunteerism 25 5. Diversity 26 6. Technology 26 F. Communications challenge 27 4. Summary 29 6. Appendix 31 1 Membership numbers How many members the Auxiliary needs to meet their mission obligations and how many members it needs to meet its financial requirements would be two different answers. Getting a specific answer from the leadership is difficult because of the way the two spiral around each other like a double helix strand of DNA. They are – for now – inseparable...
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...to seniors over 65 years old, patients with disability and those suffering from end stage renal diseases, contributes enormously to the rising cost of care in the United States. Key cost drivers within Medicare are the leading chronic diseases and its risk factors. This program plan institutes preventative educational and training programs to help minimize and alleviate ailments associated with major chronic diseases and its risk factors. The plan identifies demographic groups affected by leading chronic diseases, specifies target stakeholders, and justifies how their contribution impacts the program. This plan outlines program case statement detailing the mission, goals, objectives, organizational history and structure as well as plans devised for fundraising. The plan does a thorough problem analysis to identify unmet needs necessitating this intervention plan. This P Plan presents a financial statement that describes the tax status of the P-Plan and reports a year’s budget estimate with relevant financial policies that justifies and strategically integrates budget with objectives, goals and mission to ensure fiscal accountability and responsibility. A human resource structure is illustrated in this P-Plan detailing list of positions and job descriptions with corresponding conflict of interest methodologies, employee training methods and effective ways of communicating to stakeholders. This P- Plan further demonstrates communication and marketing schemes that promotes plan’s...
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...SPECIAL ISSUE: BUSINESS INTELLIGENCE RESEARCH BUSINESS INTELLIGENCE AND ANALYTICS: FROM BIG DATA TO BIG IMPACT Hsinchun Chen Eller College of Management, University of Arizona, Tucson, AZ 85721 U.S.A. {hchen@eller.arizona.edu} Roger H. L. Chiang Carl H. Lindner College of Business, University of Cincinnati, Cincinnati, OH 45221-0211 U.S.A. {chianghl@ucmail.uc.edu} Veda C. Storey J. Mack Robinson College of Business, Georgia State University, Atlanta, GA 30302-4015 U.S.A. {vstorey@gsu.edu} Business intelligence and analytics (BI&A) has emerged as an important area of study for both practitioners and researchers, reflecting the magnitude and impact of data-related problems to be solved in contemporary business organizations. This introduction to the MIS Quarterly Special Issue on Business Intelligence Research first provides a framework that identifies the evolution, applications, and emerging research areas of BI&A. BI&A 1.0, BI&A 2.0, and BI&A 3.0 are defined and described in terms of their key characteristics and capabilities. Current research in BI&A is analyzed and challenges and opportunities associated with BI&A research and education are identified. We also report a bibliometric study of critical BI&A publications, researchers, and research topics based on more than a decade of related academic and industry publications. Finally, the six articles that comprise this special issue are introduced and characterized in terms of the proposed BI&A research framework. Keywords:...
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...LAS 432 Course Capstone Project Robotic Surgery (LAS 432 - 08) Robert Clark April 19, 2015 Team F Team Leader: Dylan Zinkiewicz - D# 03342318 Team Members: Alisha Young - D# 01615918 Antonice Thomas - D# 01487783 Brooke White - D# 01489597 Katherine Vega - D# 01487783 Contents Alisha Young Intro to Robotic Surgery 2 Antonice Thomas Timeline 10 Overview 15 The Future 17 Dylan Zinkiewicz Economic Talk 19 Marketing & Media Influence 24 Katherine Vega Psychological considerations and Sociological effects 29 Environmental Implications 33 Brooke White Ethics and Legal Issues 37 Conclusion 45 References 46 Intro to Robotic Surgery Robotic surgery is defined in the medical dictionary as "the performance of operative procedures with the assistance of robotic technology" ("Robotic," n.d.). Robotic surgery is an emerging technology that began its experimental phase in 1985 with the introduction of the PUMA 560 robotic arm. The first use of a robot for a surgical procedure was a neurosurgical biopsy, recorded in 1985. Following this successful surgery was the first laparoscopic surgery using the same kind of robot; the robotic arm. In 1987, a successful cholecystectomy was performed. In 1988, doctors decided to use the PUMA 560 robotic arm for a transurethral resection procedure. Finally, in 1990, the Automated Endoscopic System for Optimal Positioning (AESOP) became known as the first system to be approved by the Food and...
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...SPECIAL ISSUE: BUSINESS INTELLIGENCE RESEARCH BUSINESS INTELLIGENCE AND ANALYTICS: FROM BIG DATA TO BIG IMPACT Hsinchun Chen Eller College of Management, University of Arizona, Tucson, AZ 85721 U.S.A. {hchen@eller.arizona.edu} Roger H. L. Chiang Carl H. Lindner College of Business, University of Cincinnati, Cincinnati, OH 45221-0211 U.S.A. {chianghl@ucmail.uc.edu} Veda C. Storey J. Mack Robinson College of Business, Georgia State University, Atlanta, GA 30302-4015 U.S.A. {vstorey@gsu.edu} Business intelligence and analytics (BI&A) has emerged as an important area of study for both practitioners and researchers, reflecting the magnitude and impact of data-related problems to be solved in contemporary business organizations. This introduction to the MIS Quarterly Special Issue on Business Intelligence Research first provides a framework that identifies the evolution, applications, and emerging research areas of BI&A. BI&A 1.0, BI&A 2.0, and BI&A 3.0 are defined and described in terms of their key characteristics and capabilities. Current research in BI&A is analyzed and challenges and opportunities associated with BI&A research and education are identified. We also report a bibliometric study of critical BI&A publications, researchers, and research topics based on more than a decade of related academic and industry publications. Finally, the six articles that comprise this special issue are introduced and characterized in terms of the proposed BI&A research...
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...DRUG DEVELOPMENT SCIENCE Obstacles and Opportunities for Collaboration Among Academia, Industry and Government January 13–14, 2005 Washington, DC David Korn, M.D. Donald R. Stanski, M.D. Editors DRUG DEVELOPMENT SCIENCE Obstacles and Opportunities for Collaboration Among Academia, Industry and Government Report of an Invitational Conference Organized by The Association of American Medical Colleges Food and Drug Administration Center for Drug Development Science, at the University of California, San Francisco January 13-14, 2005 Washington, DC David Korn, M.D. Donald R. Stanski, M.D. Editors DRUG DEVELOPMENT SCIENCE ACKNOWLEDGEMENTS This is the report of a conference convened by the Association of American Medical Colleges and the Food and Drug Administration in response to the FDA white paper entitled “Innovation or Stagnation: Challenge and Opportunity on the Critical Path to New Product Development”. The conference was partially supported by the FDA. The AAMC acknowledges with gratitude the additional support provided by Abbott Laboratories, Cephalon, Inc., Eli Lilly and Company, GlaxoSmith Kline, Merck & Co. Inc., and Pfizer, Inc. The conference planning committee consisted of Drs. David Korn, Joel Kupersmith, Carl Peck, Donald Stanski, and Janet Woodcock. Figures 1 and 2 are taken from the FDA white paper. The back cover composite is derived from charts presented at the conference by Dr. Peter Corr, Pfizer, Inc. The report was designed by Douglas Ortiz, AAMC...
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...This literature review of academic research suggests that competitive markets in health care can offer patients greater quality, more options, and lower costs. The Federal Employees Health Benefits Program and Medicare Part D serve as two illustrative examples of competition in health care today. Proper reforms to add further competition to the health care industry would be quite significant and would further America’s position as the world’s leader in health care for years to come. KEY POINTS 1. The body of peer-reviewed academic literature suggests that health care can and should operate like a traditional market. 2. Market-oriented reforms have the potential to improve the quality and cost-effectiveness of care, as demonstrated by the Federal Employees Health Benefits Program (FEHBP) and Medicare Part D. 3. Consumer-driven health plans are viable alternatives to traditional plans, and consumers should have the option of choosing such plans. 4. Proper risk adjustment mechanisms can prevent adverse selection. 5. Migrating toward value-based payment systems will result in greater quality of care at lower costs, in part by incentivizing the health care industry to make great strides in offering integrated care, innovative treatments, and personalized medicine. ABOUT THE AUTHOR Kevin D. Dayaratna, Ph.D.Senior Statistician and Research Programmer Center for Data Analysis Over the course of the past several decades, federal and state lawmakers have proposed...
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...Designing effective collaboration A report from the Economist Intelligence Unit Sponsored by Cisco Systems Designing effective collaboration Preface n early 2008 the Economist Intelligence Unit published a paper titled “The role of trust in business collaboration”, one of a several papers produced since 2006 as a part of ongoing research sponsored by Cisco Systems. The paper focused on the need for different levels of trust in different business environments. Although each of those environments was commonly deemed “collaborative”, there was in fact a distinct difference between the level of trust required and the degree of collaboration. More importantly, trust was shown to be a key success factor in collaboration. These findings may seem unsurprising on the surface, but they became far more notable when combined with other results from that research. Particularly, few “collaborations” were seen as completely successful, few people actually trust very highly many of the people with whom they work and the term “collaboration” is most often used today to describe activities that are, in fact, quite mundane. What happens, then, when companies are pursuing complex and ambitious collaborations with lofty aspirations like innovation, margins and returns to shareholders? Furthermore, how do companies collaborate successfully on such ventures in an increasingly global economy and when knowledge is at a premium? The Economist Intelligence Unit and Cisco decided to join forces...
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...2012 Catalog Volume 20 Issue 1 March 5, 2012 – December 31, 2012 This Catalog contains information, policies, procedures, regulations and requirements that were correct at the time of publication and are subject to the terms and conditions of the Enrollment Agreement entered into between the Student and ECPI University. In keeping with the educational mission of the University, the information, policies, procedures, regulations and requirements contained herein are continually being reviewed, changed and updated. Consequently, this document cannot be considered binding. Students are responsible for keeping informed of official policies and meeting all relevant requirements. When required changes to the Catalog occur, they will be communicated through catalog inserts and other means until a revised edition of the Catalog is published. The policies in this Catalog have been approved under the authority of the ECPI University Board of Trustees and, therefore, constitute official University policy. Students should become familiar with the policies in this Catalog. These policies outline both student rights and student responsibilities. The University reserves the right and authority at any time to alter any or all of the statements contained herein, to modify the requirements for admission and graduation, to change or discontinue programs of study, to amend any regulation or policy affecting the student body, to increase tuition and fees, to deny admission, to revoke an offer...
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...Chartered Institute of Personnel and Development Human capital reporting An internal perspective a guide 1 – a CIPD guide for personnel professionals to help them identify, collate, analyse and communicate data on human capital Written by Jim Matthewman and Floriane Matignon of Mercer Human Resource Consulting Acknowledgements The document draws on the perspectives, experience and measurement methods set out in the recent book by Haig R. Nalbantian, Richard A. Guzzo, Dave Kieffer and Jay Doherty, Play to Your Strengths: Managing your internal labour markets for lasting competitive advantage (New York: McGraw Hill, 2004). We are grateful to members of the CIPD Human Capital Working Party who provided input and advice: Greg Aitken, Head of Employee Research and Measurement, Royal Bank of Scotland Group Ron Collard, Partner, PricewaterhouseCoopers Andrew Mayo, Director, Mayo Learning International Tim Miller, Group Head of Human Resources, Standard Chartered Bank Tony Palmer, Head of the Marple Partnership Vicky Wright, Partner, Human Capital, Ernst & Young Human capital reporting Human capital reporting: an internal perspective 3 Human capital reprting Contents Preface 4 Introduction 6 Step 1 – Setting human capital management in context 10 Step 2 – Getting started: gathering and collating the data 21 Step 3 – Measuring human capital: tools and methodologies 27 Step 4 – Reporting the data:...
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...McKinsey Global Institute June 2011 Big data: The next frontier for innovation, competition, and productivity The McKinsey Global Institute The McKinsey Global Institute (MGI), established in 1990, is McKinsey & Company’s business and economics research arm. MGI’s mission is to help leaders in the commercial, public, and social sectors develop a deeper understanding of the evolution of the global economy and to provide a fact base that contributes to decision making on critical management and policy issues. MGI research combines two disciplines: economics and management. Economists often have limited access to the practical problems facing senior managers, while senior managers often lack the time and incentive to look beyond their own industry to the larger issues of the global economy. By integrating these perspectives, MGI is able to gain insights into the microeconomic underpinnings of the long-term macroeconomic trends affecting business strategy and policy making. For nearly two decades, MGI has utilized this “micro-to-macro” approach in research covering more than 20 countries and 30 industry sectors. MGI’s current research agenda focuses on three broad areas: productivity, competitiveness, and growth; the evolution of global financial markets; and the economic impact of technology. Recent research has examined a program of reform to bolster growth and renewal in Europe and the United States through accelerated productivity growth; Africa’s economic potential;...
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...hr interview 1. ORGANISATIONAL BEHAVIOUR 1. How can you motivate people/ employees? These days you have a diversified work force. What motivates one individual may not motivate the other. To motivate your employees you have to understand them. You can motivate them through employee recognition programs, employee involvement programs, skill based pay programs, give monetary and non- monetary rewards, provide good work environment, flexibility. 2. Which techniques you use to motivate? Provide meaningful and challenging work, Set clear targets and expectations and measure performance, Give regular, direct, supportive Feedback, Design people's roles so they can use their strengths, Enable input and choice in how work gets done, Reward them for their work 3. What is the theory of motivation? Motivation is an internal drive that activates behaviour and gives it direction. There is not one but many theories of motivation: Content theories, Process theories 4. If one beautiful girl/ smart boy who is working with you in the same floor and if she/ he is after you and don’t like to work how will you manage her/him? Call him/ her and tell him that I don’t like the person and being a HR professional counsel him and tell the consequences of being like that can affect the career. 5. How do you handle people, if some people come late and some people come regularly? Make the work timings flexible; handle it like a performance issue—show them benefits...
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