...PAD 500 WEEK 6 DQ To purchase this visit here: http://www.activitymode.com/product/pad-500-week-6-dq/ Contact us at: SUPPORT@ACTIVITYMODE.COM PAD 500 WEEK 6 DQ "Ethics of Public Service" Please respond to the following. Note: Online students, please respond to two (2) of the following three (3) bulleted items. From the first and second articles of the e-Activity, review three to four (3-4) codes of the ASPA Codes of Conduct from 1994 and 2013. Appraise the significance of changing the ethical guidelines in order to ensure that they match the current social context. Provide a rationale for your response. From the text and the third article of the e-Activity, use the theory of ethical relativism and the Center for American Progress report to consider the recent bans on foreign law. Propose two (2) advantages and two (2) disadvantages of using foreign or international law in legal disputes. Provide a rationale for your response. According to the text, the Hatch Act defines prohibited activities of public employees. Analyze the significance of these prohibitions with regard to an individual’s political actions. Provide a rationale for your response. Analyze the key ethical challenges of privatization. Take a position on whether the private sector should be responsible for program outcomes of a public program or service. Provide a rationale for your response. Activity Mode aims to provide quality study notes and tutorials to the students of PAD 500 WEEK 6...
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...PAD 500 WEEK 1 DQ To Purchase this tutorial visit following link http://wiseamerican.us/product/pad-500-week-1-dq/ Contact us at: SUPPORT@WISEAMERICAN.US PAD 500 WEEK 1 DQ Personal Action in Public Administration” Please respond to the following. Note: Online students, please respond to two (2) of the following four (4) bulleted items. PAD 500 WEEK 1 DQ • Formulate two to three (2-3) reason(s) why the termspublic sector and private sector are not interchangeable. Generate two to three (2-3) differences between the public and private sector, and determine the key organizational goals of each. Provide a rationale for your response. • From the e-Activity, summarize President Wilson’s central problem in creating good public administration, and propose whether or not Wilson’s concerns are relevant to today’s public issues (e.g., the issues listed under the White House Website). Support your response with two (2) examples of such relevance—or lack thereof. • Posit two to three (2-3) reasons why academicians should continue to study public administration as a discipline in America. Justify your response. • Suggest the overall manner in which businesses and governments should work together toward societal goals. Produce two to three (2-3) reasons why a business administrator should be familiar with the general duties of a public administrator in order to achieve organizational goals. Provide a rationale to support your answer. PAD 500 WEEK 1 DQ Personal Action in Public...
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...PAD 500 WEEK 6 DQ To Purchase this tutorial visit following link http://wiseamerican.us/product/pad-500-week-6-dq/ Contact us at: SUPPORT@WISEAMERICAN.US PAD 500 WEEK 6 DQ “Ethics of Public Service” Please respond to the following. Note: Online students, please respond to two (2) of the following three (3) bulleted items. • From the first and second articles of the e-Activity, review three to four (3-4) codes of the ASPA Codes of Conduct from 1994 and 2013. Appraise the significance of changing the ethical guidelines in order to ensure that they match the current social context. Provide a rationale for your response. • From the text and the third article of the e-Activity, use the theory of ethical relativism and the Center for American Progress report to consider the recent bans on foreign law. Propose two (2) advantages and two (2) disadvantages of using foreign or international law in legal disputes. Provide a rationale for your response. • According to the text, the Hatch Act defines prohibited activities of public employees. Analyze the significance of these prohibitions with regard to an individual’s political actions. Provide a rationale for your response. • Analyze the key ethical challenges of privatization. Take a position on whether the private sector should be responsible for program outcomes of a public program or service. Provide a rationale for your response. PAD 500 WEEK 6 DQ “Ethics of Public Service” Please respond to the following. Note: Online students...
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...PAD 500 WEEK 3 DQ To Purchase this tutorial visit following link http://wiseamerican.us/product/pad-500-week-3-dq/ Contact us at: SUPPORT@WISEAMERICAN.US PAD 500 WEEK 3 DQ “Planning, Implementation, and Evaluation” Please respond to the following. Note: Online students, please respond to two (2) of the following three (3) bulleted items. • Evaluate the importance of each major step in policy analysis as it relates to political choice. Next, debate if one would consider any of these steps more important than another. Provide a rationale to support your answer. • Consider Luther Gullick’s views on the division of work. Discuss the overall manner in which the division of work that Gullick espouses impacts the size of public administration. Provide two to three (2-3) examples of such an impact—or lack thereof—in order to support your response. • From the e-Activity, select two to three (2-3) aspects of the U.S. Office of Personnel Management’s (OPM) 2014-2018 strategic plan that would mostly likely be difficult to implement, and analyze the main reasons why the aspects in question would make implementation such a challenge. Next, suggest one (1) method that a policy analyst could use in order to implement the strategic plan overall. Provide a rationale to support your answer. PAD 500 WEEK 3 DQ “Planning, Implementation, and Evaluation” Please respond to the following. Note: Online students, please respond to two (2) of the following three (3) bulleted items. • Evaluate...
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...United States and/or other countries. All other company and product names are trademarks or registered trademarks of their respective companies. Use of these marks is not intended to imply endorsement, sponsorship, or affiliation. Edited in accordance with University of Phoenix© editorial standards and practices. Facilitator Information Dr. Martin J. Boyle martin.boyle@phoenix.edu (University of Phoenix) martinjboyle@comcast.net (Personal) 908-419-5259 = Cell #. (9 – 9 EST.) Facilitator Availability I am available from 9 a.m.-9 p.m. Eastern Time on most days, but I attempt to reserve Sunday for my family. During the week, I am online after about 6:00 pm. On Saturdays I tend to be online in the evening only. If these times are not convenient for you, please let me know. I will be happy to accommodate your schedule, if possible. I provide you with these times to make it easier to communicate with me, and not to limit our contact. I want you to know that, should you need to contact me outside these time...
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...sixth, seventh, and ninth individually. Together their sales totaled $16.7 billion, or 12% of the market, and placed YUM! Brands in second place behind McDonald’s. The restaurants in our analysis represent several different segments of the fast food market including burgers (McDonald’s, Burger King, Wendy’s, Sonic, and Dairy Queen), sandwiches (Subway), snacks (Starbucks and Dunkin’ Donuts), Mexican food (Taco Bell), pizza (Pizza Hut and Domino’s), and chicken (KFC).4 The number of U.S. locations of these twelve restaurants totaled almost 100,000 and ranged from approximately 3,500 Sonic restaurants to almost 24,000 Subway restaurants. These twelve restaurants comprised 41% of locations for the top 50 restaurants. Fast food segment Table 2 presents 2008 and 2009 sales data for the twenty largest fast food restaurants in the United States and highlights the twelve restaurants included in our full analysis. In addition to the ten restaurants with the highest sales in 2008 and 2009, we have also included Domino’s and Dairy Queen in our analysis due to the large number of TV advertisements seen by children for these restaurants. In 2008, Domino’s ranked ninth in the amount of TV advertising seen by children, Arby’s ranked tenth...
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...BP From Wikipedia, the free encyclopedia This is the latest accepted revision, accepted on 2 October 2010.Jump to: navigation, search This article is about the energy corporation. For other uses, see BP (disambiguation). For information on the oil spill from the Deepwater Horizon rig, see Deepwater Horizon oil spill. BP p.l.c. Type Public limited company (LSE: BP, NYSE: BP) Industry Oil and natural gas, alternative fuels Founded 1909 (as the Anglo-Persian Oil Company) 1954 (as the British Petroleum Company) 1998 (merger of British Petroleum and Amoco) Headquarters London, United Kingdom Area served Worldwide Key people Carl-Henric Svanberg (Chairman) Tony Hayward (CEO) Bob Dudley (Director, CEO (appointed)) Byron Grote (CFO)[1] Products BP petroleum and derived products BP service stations Air BP Aviation Fuels Castrol motor oil ARCO gas stations am/pm convenience stores Aral service stations solar panels Revenue US $246.1 billion (2009)[2] Operating income US $26.43 billion (2009)[2] Net income US $16.58 billion (2009)[2] Total assets US $236.0 billion (2009) Total equity US $101.6 billion (2009) Employees 80,300 (Dec 2009)[3] Website BP.com A 1922 BP advertisement.BP p.l.c.[4][5] (LSE: BP, NYSE: BP) is a global oil and gas company headquartered in London, United Kingdom. It is the third largest energy company and the fourth largest company in the world measured by revenues and is one of the six oil and gas "supermajors".[6][7] ...
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...5/8/2014 Israeli–Palestinian conflict - Wikipedia, the free encyclopedia Israeli–Palestinian conflict From Wikipedia, the free encyclopedia The Israeli–Palestinian conflict (Arabic: اﻟﻨﺰاع اﻟﻔﻠﺴﻄﯿﻨﻲ - اﻹﺳﺮاﺋﯿﻠﻲ al-Niza'a al'Filastini al 'Israili; Hebrew: הסכסוך הישראלי-פלסטיני Ha'Sikhsukh Ha'YisraeliFalestini) is the ongoing struggle between Israelis and Palestinians that began in the mid-20th century.[1] The conflict is wide-ranging, and the term is sometimes also used in reference to the earlier sectarian conflict in Mandatory Palestine, between the Zionist yishuv and the Arab population under British rule. The Israeli–Palestinian conflict has formed the core part of the wider Arab–Israeli conflict. It has widely been referred to as the world's "most intractable conflict".[3][4][5] Despite a long-term peace process and the general reconciliation of Israel with Egypt and Jordan, Israelis and Palestinians have failed to reach a final peace agreement. The remaining key issues are: mutual recognition, borders, security, water rights, control of Jerusalem, Israeli settlements,[6] Palestinian freedom of movement,[7] and resolving Palestinian claims of a right of return for their refugees. The violence of the conflict, in a region rich in sites of historic, cultural and religious interest worldwide, has been the object of numerous international conferences dealing with historic rights, security issues and human rights, and has been a factor hampering tourism in and...
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...Project Management Project and Programme Management Resources for Students Gower have teamed up with a major provider of project management training, ESI International, to bring you a range of project and programme resources to support your learning. Visit www.projectmanagement9.com and: • • • • Download white papers on topics as diverse as the project communication, project leadership, risk management and project troubleshooting. View professional project webinars from some of the leading presenters on project management covering topics such as: risk management, troubled project recovery, portfolio management, business requirements, earned value management, performance-based service contracting. Learn about the qualifications and development available from the PMI, Project Management Institute, the world’s largest non-profit professional association in project management. Link to further resources, professional bodies, news sites and more. These resources are designed to help you develop your learning on project management and start you on the road to professional qualifications or further development, once you have finished your degree or your current qualification. Visit www.projectmanagement9.com Project Management Ninth Edition DENNIS LOCK © Dennis Lock 2007 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...
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...This text was adapted by The Saylor Foundation under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License without attribution as requested by the work’s original creator or licensee. Saylor URL: http://www.saylor.org/books Saylor.org 1 Preface Competing books are focused on the academic part of HRM, which is necessary in a university or college setting. However, the goal with this book is not only to provide the necessary academic background information but also to present the material with a practitioner’s focus on both large and small businesses. While the writing style is clear and focused, we don’t feel jargon and ten-dollar words are necessary to making a good textbook. Clear and concise language makes the book interesting and understandable (not to mention more fun to read) to the future HRM professional and manager alike. It is highly likely that anyone in business will have to take on an HRM role at some point in their careers. For example, should you decide to start your own business, many of the topics discussed will apply to your business. This is the goal of this book; it is useful enough for the HRM professional, but the information presented is also applicable to managers, supervisors, and entrepreneurs. Besides these differences, other key differences include the following: This book utilizes a technology focus and shows how HRM activities can be leveraged using technology. We have also included a chapter on communication and information...
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...ORGANIZATIONAL BEHAVIOR CONCEPTS CONTROVERSIES APPLICATIONS Seventh Edition Stephen P. Robbins 1996 Contents Part One • Introduction Chapter 1 What Is Organizational Behavior? 2 Chapter 2 Responding to Global and Cultural Diversity 42 Part Two • The Individual Chapter 3 Foundations of Individual Behavior 80 Chapter 4 Perception and Individual Decision Making 130 Chapter 5 Values, Attitudes, and Job Satisfaction 172 Chapter 6 Basic Motivation Concepts 210 Chapter 7 Motivation: From Concepts to Applications 250 Part Three • The Group Chapter 8 Foundations of Group Behavior 292 Chapter 9 Understanding Work Teams 344 Chapter 10 Communication 374 Chapter 11 Leadership 410 Chapter 12 Power and Politics 460 Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502 Part Four - The Organization System Chapter 14 Foundations of Organization Structure 548 Chapter 15 Technology, Work Design, and Stress 588 Chapter 16 Human Resource Policies and Practices 634 Chapter 17 Organizational Culture 678 Part Five - Organizational Dynamics Chapter 18 Organizational Change and Development 714 CHAPTER I • WHAT IS ORGANIZATIONAL BEHAVIOR? What Managers Do Let’s begin by briefly defining the terms manager and the place where managers work—the organization. Then let’s look at the manager’s job; specifically, what do managers do? Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Managers do...
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...MCCUE PAD 590 JUNE 21, 2010 STRAYER UNIVERSITY CHARLESTON, SC CAMPUS This Directed Research Project (DRP), was conducted and orally presented By ………………………………………………………………………………. Brianne Buckner, Student We hereby certify that this DRP submitted by Brianne Buckner conforms to acceptable standards, and as such is fully adequate in scope and quality. It is therefore approved as the fulfillment of the requirement of the degree of Hospitality and Tourism Management, MBA Approved:_________________________________________ Supervising Faculty__________________________________ Peer Review/Technical Advisor________________________ TABLE OF CONTENTS Page APROVAL PAGE………………………………………………………………………...i ABSTRACT………………………………………………………………………………ii TABLE OF CONTENTS...................................................................................................iii LIST OF TABLES AND FIGURES………………………………………………….….iv CHAPTER 1: INTRODUCTION TO THE STUDY………………………………….….6 Context of the Problem……………………………………………………………6 Statement of the Problem………………………………………………………….7 Main Research Question and Sub-questions………………………………………7 Significance of the Study…………………...…………………………….……….8 Research Design and Methodology………...……………………………...….......9 Organization of the Study………………...…………………………….………..10 CHAPTER 2: REVIEW...
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...GLOBALIZATION OF MANAGEMENT EDUCATION: Changing International Structures, Adaptive Strategies, and the Impact on Institutions This page intentionally left blank GLOBALIZATION OF MANAGEMENT EDUCATION: Changing International Structures, Adaptive Strategies, and the Impact on Institutions Report of the AACSB International Globalization of Management Education Task Force AACSB International – The Association to Advance Collegiate Schools of Business 777 South Harbour Island Boulevard Suite 750 Tampa, Florida 33602-5730 USA Tel: + 1-813-769-6500 Fax: + 1-813-769-6559 www.aacsb.edu United Kingdom North America Japan India Malaysia China Emerald Group Publishing Limited Howard House, Wagon Lane, Bingley BD16 1WA, UK First edition 2011 Copyright r 2011 AACSB International. Reprints and permission service Contact: booksandseries@emeraldinsight.com No part of this book may be reproduced, stored in a retrieval system, transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without either the prior written permission of the copyright holder or a license permitting restricted copying issued in the UK by The Copyright Licensing Agency and in the USA by The Copyright Clearance Center. No responsibility is accepted for the accuracy of information contained in the text, illustrations or advertisements. The opinions expressed in these chapters are not necessarily those of the Editor or the publisher. British Library Cataloguing in Publication...
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...ANNUAL REPORT 2013-14 GROWTH IS Growth is Energy l Growth is Value Growth is Happiness l Growth is Life... Growth is Energy Growth is Value Growth is Happiness Growth is Life... Late Shri Dhirubhai Ambani Founder Chairman G rowth, in all its facets, has been a distinguishing factor at Reliance, ever since our inception. Our philosophy envisions growth as a universal concept, that represents multiple possibilities and touches all aspects of life. This explains why we have put in motion some of the most ambitious plans, aligned to the needs of India as it develops into a world-force. The continuing expansion of our key business verticals places us at a vantage point with reference to the aspirations of India. We have taken strategic decisions in key areas that will drive our growth and also create better outcomes for our youthful nation. Strategy at Reliance is about making prudent choices, balancing risks and return, building competitive advantages and envisioning the future through the power of innovation. Innovation has always been a cornerstone of our operations. It has enabled us to make significant technology-driven breakthroughs that add value to existing businesses, and create new ones. We are partnering with leading global institutions renowned for excellence to strengthen our experience and expertise. From the manufacturing landscape to high-growth consumer service sectors, Reliance is making progress possible each day. We are helping the country...
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...Invest. Innovate. Inspire. For a new India. ANNUAL REPORT 2014-15 India is at the threshold of a new era of growth and opportunity. This is driven by increasing economic activity, ongoing ‘Make in India’ initiatives and a demographically well-placed, aspirational society. Reliance Industries Limited (RIL) continues to be a partner in India’s ongoing journey towards economic and social well-being, and remains committed to investing in and innovating for India. RIL is striving to meet and exceed global benchmarks in product quality and customer service with inspiring ideas and strategic investments. From the manufacturing landscape to high-growth consumer service sectors, RIL is achieving superior outcomes that facilitate India’s drive for global leadership. RIL is delivering industry-leading performance through consistent efficiency in operations and prudent configuration of assets. RIL is making sizable capital investments, focusing on technology and expanding its level of services from the hydrocarbons sector to consumer businesses. RIL innovates for existing businesses and also focuses on developing new business models to deliver g g g y significant value for its growing stakeholder fraternity. In this effort, it collaborates with o s with leading global institutions to help usher in a n era of possibilities. global new is growing o RIL’s focus is to continue growing as a respons responsible organisation, thereby e inspiring progress in...
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