...employment relations, is required. Subsequently, justification of this research is provided by the lack of the research undertaken to create a comprehensive picture regarding the effectiveness of such policies for the existing workplaces. In order to address the research question of “How effective are ethical considerations at building and maintaining employment relations?” this qualitative study seeks to investigate the perceived effects of introducing CSR and ethical policies. Guided by the purpose of this study, this pragmatic management research adopted a case study design with collection of qualitative data through a series of in-depth semi-structured interviews. This methodology was considered as the most appropriate as the aim of this paper was to explore participants` perceptions towards corporate ethical culture (Creswell, 2007). Consequently, the manual open coded method was used to analyse the collected qualitative data. This method allows the researcher to assemble the results into the conceptual categories (Neuman, 2006). Throughout the process of data analysis, the study uncovers four core results that assist the process of addressing the research question. These underlying themes include the enhanced public image, long-term financial outcomes as well as the higher level of organisational commitment and decreased turnover rates. Furthermore, the...
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...MGMT 20124: Preparing a Report for a Case Study In addition to the correct format of your report there are content issues you need to consider. It is useful to read through the case a couple of times and get a feel as to what you will need to find before you go searching for articles. This is always problematic, but you do need to summarise the articles for support in your report, using the content, findings and conclusions. Therefore it is important that the articles are used in the detailed analysis, and argument in development of alternatives. The ‘knowledge & understanding, as well as “research skills” can be satisfied by finding arguments (through the literature) for and against, the issues that are raised within the facts of the case. That is, how well you critically analyze the facts and refer to theories, models and concepts. It will also have a bearing on how well the recommendation/s put forward will have the predictive likelihood of success. To get to that point means that you will have to put forward a range of options and on balanced argument make your decision as to what you recommend and why. Essentially it falls under what can be termed as, triangulation. (see the diagram below.) Your “Guide for Students” also gives good advice re this format. There is no “right or wrong” answer here. The marks to be gained will rise or fall based on the decision (recommendation) you make, as in the real world, and the quality of your ‘reasoned’ argument. Always...
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...ACCOUNTING THEORY AND PRACTICE PRE-REQUISITE : BKAF3073 FINANCIAL ACCOUNTING AND REPORTING IV |Lecturer |Group |Room |Ext. |e-mail | |DR. DHIAA SHAMKI |C & F |3.07 |3740 |dhiaashamki@uum.edu.my | 1.0 SYNOPSIS This course is an advanced level course focusing on financial accounting theory; and as such, it differs from other accounting courses learnt previously. It is designed to further enhance students’ understanding of the concepts and issues in accounting theory and practices. This course involves the study of the practical and theoretical issues involved in the development, implementation and changes in accounting theories and regulatory framework. As this course will be seminal-like, this course will provide students with some generic skills required in the accounting profession such as team working, interaction, leadership, follower-ship, critical and creative thinking skills, decision making skills, analytical skills, communication skills as well as professional demeanor. 2.0 OBJECTIVES Upon completion of this course, students are expected: 2.1 to understand the principles, concepts and issues in accounting theory, financial accounting theory and reporting practices, 2.2 to critically evaluate the development...
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...as damn, fuck and shit, maledictions as in “[g]o to hell”, metaphoric predicates as in “[t]hat sucks”, particle verbs as in “[p]iss off”, pejorative modifiers as in “the professor from hell/a dick thing to do/a shitty proposal”, or adverbs of degree as in “[t]hat's fucking awesome” (Hoeksema & Napoli 2008: 620-627). As previously mentioned, swearing may help communicate certain emotions in a more effective way than by using non-taboo words (Jay 2009: 154), but the intention of usage must be considered in evaluating its degree of offensiveness. Jay and Janschewitz (2008: 267) argue that expletives are mostly used to express feelings and emotions. To them, taboo terms fit for this purpose especially well as their implications are in most cases connotative. Nevertheless, one must differentiate between certain kinds of swear words: those which show aggression or loaded, negative emotion, and those which show no signs of aggressiveness or rudeness (Jay & Janschewitz 2008: 268). Indeed, the authors argue that swearing can either "be polite, impolite, or neither” and it may be used within any emotional state (Jay & Janschewitz 2008: 269). Furthermore, the authors claim that culture as well as the particular situation determines if a swearword is used as an affront to the listener or not. Therefore, one has to differentiate between propositional swearing, which can either be rude as in “[y]ou fucking asshole" or not as in “[t]he pie is pretty fucking good”, and non-propositional, non-planned...
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...UST Global, India: delivering software service solutions Balakrishnan Menon Balakrishnan Menon is a Professor in the DC School of Management and Technology, Idukki, India and Research Scholar in the School of Management Studies, Karpagam University, Coimbatore, India. 1. Introduction When the founder Chairman of US Technology Private Ltd (UST) Late Mr G. A Menon wanted to set up a software company in Trivandrum, the capital city of the communist party dominated state of Kerala in the year 1999, many people close to him warned that he was setting himself up for failure. The state of Kerala was, in those days, labeled as anti-investment and non-conducive to new entrepreneurial ventures, as it was dominated by a work force, controlled by militant trade unionism with a vested interest to keep their flocks together with age-old dogmas and philosophies. However, Mr Menon went ahead with his plan and set up the company in Trivandrum, as he was keen to do something for his home state, even when the top echelon in the Secretariat (head quarters of the state administration machinery) discouraged him. In subsequent years, UST became the largest software exporter from the state of Kerala, to USA and other countries. UST is a fully-owned subsidiary of California-based US Technology Resources LLC. Established on September 1, 1999 with barely 14 employees, the company was set up, as a 100 per cent Export Oriented Unit, to export software services and solutions, in Techno Park, Trivandrum...
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...(DBP) prepared business case studies for use in the Darden classroom and, simultaneously, for publication and sales worldwide through both its own website and those of partner distributors. The case collection was a key manifestation of Darden’s intellectual capital and value proposition; new cases kept the MBA curriculum relevant and imparted thought leadership by Darden faculty and researchers. But Steve Momper, DBP’s director, had grown frustrated by a backlog of work in process (WIP) and an average 86-day lead time for case publication. Future growth in the business required an expansion of capacity, yet budget constraints had forced the elimination by attrition of two editor positions. Momper knew that the editing and publishing process required significant rework. The time was right to call on Austin English, a Darden alumnus whose consulting firm, RCF Associates, specialized in continuous process improvement (CPI). The Existing Process In recent years, DBP had grown rapidly, yet its process had never been reevaluated in its entirety so, over time, legacies had led to inefficiencies. There was more emphasis on beginning projects as they were received than on finishing those whose editing had already begun. A motivated faculty member with a tight deadline might be forced to wait in line while a colleague allowed months to elapse before reviewing a draft. In some instances, so much time would pass that a faculty author not only would no longer need the case but would barely recall...
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...THE ON OT C OP YO CASE STUDY HANDBOOK RP OS T ON OP YO RP OT C OS T THE ON OT C Write Persuasively About Cases OP CASE STUDY HANDBOOK How to Read, Discuss, and William Ellet Harvard Business School Press Boston, Massachusetts YO RP OS T Copyright 2007 William Ellet All rights reserved Printed in the United States of America 11 10 09 08 07 5 4 3 2 1 No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. The copyright on each case in this book unless otherwise noted is held by the President and Fellows of Harvard College and they are published herein by express permission. Permission requests to use individual Harvard copyrighted cases should be directed to permissions@hbsp.harvard.edu, or mailed to the Permissions Editor, Harvard Business School Publishing, 60 Harvard Way, Boston, MA 02163. ON OT C Case material of the Harvard Graduate School of Business Administration is made possible by the cooperation of business firms and other organizations which may wish to remain anonymous by having names, quantities, and other...
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...1/22/07 3:37 PM Page i RP OS T ElletFM.qxp THE DO N OT C OP YO CASE STUDY HANDBOOK 1/22/07 3:37 PM Page ii DO N OT C OP YO RP OS T ElletFM.qxp 1/22/07 3:37 PM Page iii RP OS T ElletFM.qxp YO THE OP CASE STUDY HANDBOOK How to Read, Discuss, and OT C Write Persuasively About Cases DO N William Ellet Harvard Business School Press Boston, Massachusetts 1/22/07 3:37 PM Page iv RP OS T ElletFM.qxp Copyright 2007 William Ellet YO All rights reserved Printed in the United States of America 11 10 09 08 07 5 4 3 2 1 OP No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. The copyright on each case in this book unless otherwise noted is held by the President and Fellows of Harvard College and they are published herein by express permission. Permission requests to use individual Harvard copyrighted cases should be directed to permissions@hbsp.harvard.edu, or mailed to the Permissions Editor, Harvard Business School Publishing, 60 Harvard Way, Boston, MA 02163. OT C Case material of the Harvard Graduate School of Business Administration is made possible by the...
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...Research Methodologies in Supply Chain Management Herbert Kotzab ´ Stefan Seuring Martin Mçller ´ Gerald Reiner (Editors) Research Methodologies in Supply Chain Management In Collaboration with Magnus Westhaus With 71 Figures and 67 Tables Physica-Verlag A Springer Company Professor Dr. Herbert Kotzab Copenhagen Business School Department of Operations Management SCM-Group Solbjerg Plads 3 2000 Frederiksberg Denmark hk.om@cbs.dk PD Dr. Stefan Seuring PD Dr. Martin Mçller Supply Chain Management Center Institute of Business Administration Faculty of Business, Economics and Law Uhlhornsweg 26111 Oldenburg Germany stefan.seuring@uni-oldenburg.de martin.mueller@uni-oldenburg.de Dr. Gerald Reiner Vienna University of Economics and Business Administration Department of Production Management Nordbergstraûe 15 1090 Vienna Austria gerald.reiner@wu-wien.ac.at Cataloging-in-Publication Data Library of Congress Control Number: 2005924508 ISBN 3-7908-1583-7 Physica-Verlag Heidelberg New York This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must...
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...CONTENTS: CASE STUDIES CASE STUDY 1 Midsouth Chamber of Commerce (A): The Role of the Operating Manager in Information Systems CASE STUDY I-1 IMT Custom Machine Company, Inc.: Selection of an Information Technology Platform CASE STUDY I-2 VoIP2.biz, Inc.: Deciding on the Next Steps for a VoIP Supplier CASE STUDY I-3 The VoIP Adoption at Butler University CASE STUDY I-4 Supporting Mobile Health Clinics: The Children’s Health Fund of New York City CASE STUDY I-5 Data Governance at InsuraCorp CASE STUDY I-6 H.H. Gregg’s Appliances, Inc.: Deciding on a New Information Technology Platform CASE STUDY I-7 Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle CASE STUDY II-1 Vendor-Managed Inventory at NIBCO CASE STUDY II-2 Real-Time Business Intelligence at Continental Airlines CASE STUDY II-3 Norfolk Southern Railway: The Business Intelligence Journey CASE STUDY II-4 Mining Data to Increase State Tax Revenues in California CASE STUDY II-5 The Cliptomania™ Web Store: An E-Tailing Start-up Survival Story CASE STUDY II-6 Rock Island Chocolate Company, Inc.: Building a Social Networking Strategy CASE STUDY III-1 Managing a Systems Development Project at Consumer and Industrial Products, Inc. CASE STUDY III-2 A Make-or-Buy Decision at Baxter Manufacturing Company CASE STUDY III-3 ERP Purchase Decision at Benton Manufacturing Company, Inc. CASE STUDY III-4 ...
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...contemporary organizational issue you find intriguing. Use one field site or example for the entire paper. Also, be explicit about the level issue. For example, if you are using the concept of personality then it is an individual level issue. A list of concepts and their related levels is provided in a separate document. Focus of paper-related requirements: Outline: Submit a formal outline for your paper, complete with references. The purpose of the outline is to help you organize your content, which also results in increased clarity, improved logic, and better structure of the paper. There may be adjustments from this document to your final paper, but at this stage the paper should not require major revisions. Final Paper: Use a case study format for the structure of your paper. Identify and analyze issues using course concepts, and propose recommendations for the organization you are focusing on. Use of course concepts 1. Use a minimum of 8 concepts for the paper. Include a list of the concepts you used at the beginning of the paper. 2. Briefly define each concept you use within the text (a paragraph or two). 3. For each concept, write a diagnosis at one level (e.g., the person level). For example, you might write “The employee misses work frequently due to stress from conflict with her supervisor.” Note, stress and conflict would require definitions.) 4. For each concept, write a solution or solutions. Identify the level(s) you addressed in Step 2...
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...Calendar Overall for Case-Study Presentation & Mid-Term Exam – MGT 4760 (Strategic Management) Sem 1, 2012/2013 Sec 8 (M-W) No. | Week | Topics | Class Day | Date | Schedule | Details | | 1 | Chapter 1: The Nature of Strategic Management | 1- Mon 2- Wed | 10/912/9 | | | | 2 | Chapter 2: The Business Vision and Mission | 3- Mon 4- Wed | 17/919/9 | | | | 3 | Chapter 3: The External Assessment | 5- Mon 6- Wed | 24/926/9 | | | | 4 | Chapter 4: The Internal Assessment | 7- Mon 8- Wed | 1/103/10 | Quiz 1 (Chapter 1.2.3) | | | 5 | Chapter 4: The Internal Assessment | 9- Mon 10- Wed | 8/1010/10 | | | | 6 | Chapter 5: Strategies in Action | 11- Mon 12- Wed | 15/1017/10 | | | | | BREAK(22/10 – 28/10) | 13- Mon 14- Wed | 22/1024/10 | | | | 7 | Chapter 5: Strategies in Action | 15- Mon 16- Wed | 29/1031/10 | Case Presentation Session 1Case Presentation Session 2 | Group 1:L: Lia Hilaliah (Case Study 3)Group 2:L: Mas Syairah bte Mohamad (Case Study 5) | | 8 | Chapter 6: Strategy Analysis and Choice | 17- Mon 18- Wed | 5/117/11 | | (Mid-Term Exam 7/11 Wednesday)Seminar Room 1.1 | | 9 | Chapter 6: Strategy Analysis and Choice | 19- Mon 20- Wed | 12/1114/11 | Case Presentation Session 3Case Presentation Session 4 | Group 3:L: Mohamed Sheikh (Case Study 9) Group 4:L: Izzati Nor binti Salleh (Case Study 14) | | 10 | Chapter 7: Implementing Strategies: Management and Operations...
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...ARCTIC MINING CONSULTANTS Case Synopsis Arctic Mining Consultants is a mining company that deals with mineral exploration. In this case study, the project given is staking 15 claims in Eagle Lake, Alaska. The project Manager was Tom Parker, who has a wide experience and specialized knowledge in all nontechnical aspects of mineral exploration. He is a geological field technician and field coordinator for Arctic Mining Consultants. He assigned his previous field assistants John Talbot, Greg Boyce and Brian Millar to help him complete the project. The job required them to stake at least 7 lengths each day in order to be completed on time. However, the whole team has became very tense and agitated, especially Tom Parker, as the deadline was just around the corner and there’s still many to be finished within the limited time. The problem became worse with the way Tom managed and treated his team. The only motivation to the team was the $300 bonuses promised by the company when the job is done on time, otherwise, they might wished to give up already. This happened because working as a field assistant and in long-working hours only giving them low wages, which is considered unreasonable compared to what they have to do. During the eight hard days, everything had actually proved the strengths and weaknesses of each of the team members, including Tom. Case analysis symptoms 1) What symptom(s) exist in this case to suggest that something has gone wrong? The symptom(s) to suggest...
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...Running head: CASE STUDY XYZ Case Study XYZ: An Examination of Project Procurement Management Practices Group 12 John Doe Jane Smith Bobbie Sue University of Maryland University College Project Procurement Management, Semester XXXX, Section XXXX Professor Stephen R. Guth MMMM DD, YYYY [No Abstract or Introduction required for this assignment] The Inception Phase Rating Scale: 5—Excellent, 4—Very Good, 3—Good, 2—Poor, 1—Very Poor |Project Management Area |Inception Phase | |Scope Management | | |Time Management | | |Cost Management | | |Quality Management | | |Human Resource Management | | |Communication Management | | |Risk Management | | |Procurement Management | ...
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...policy. 2) Employee conditions: a. Lack of motivation b. Compensate for low wages by over indulgence of free food allowance c. High turnover rate due to availability of high application rates. d. Employees are mostly college and high school students e. Lack of respect for managers. f. No incentive to increase motivation. In the case study Perfect Pizzeria, the area supervisor has many problems that need his attention. The largest appears to be the organization. In this case study I will assume that the area supervisor has the authority to affect change within his organization (i.e. he is the franchise owner). Being in an area with few job opportunities should give him the perfect opportunity to recruit bright, ambitious, and motivated people to staff his pizzerias. How can the area supervisor change his organization to achieve a more fluid corporate culture? I think this change can be achieved by human resource changes, structure changes, motivational changes, and reward for good performance as well as accountability for poor performance. Each one of these areas will require a change from the corporate level. For the sake of my case study I am going to assume that the area supervisor (franchise owner) can lobby to achieve this change within the organization. The first area to look...
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