...WEALTH AND HAPPINESS A1: The articles The Sandra Bullock Trade and But Will It Make You Happier? both dis-cuss the relation between wealth and happiness, and it doesn’t require much to figure out, that these articles agree that happiness doesn’t depend on wealth in general. But as The Sandra Bullock Trade nearly refuses any connection between the two and even states that “if you have an unsuccessful marriage (…) you will remain significantly unfulfilled” (p. 2), But Will It Make You Happier? points out that even though happiness isn’t dependent on income, your buys will influence your mood. The Sandra Bullock Trade acknowledges that poor people are generally unhappier, but the article also claims that as long as your basic needs are fulfilled, money makes no difference. This is probably the biggest disagreement between the articles, as But Will It Make You Happier? is somewhat more capable of differ-entiating the dilemma. Instead of just having a one-tack mind, the article focuses on both the pleasure that money can bring, but it also declares how we are more likely to find joy when we buy social activities than when we buy material objects. A2: The Sandra Bullock Trade catches your attention from the very beginning. The headline itself makes you want to read it, because a celebrity like Sandra Bullock is a person that will instantly catch your attention whether you want her to or not. Another means, which The Sandra Bullock Trade uses, is to turn directly to the reader, and...
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...1. “ An offering consists of the benefits or satisfaction provided to target markets by an organization. An offeri ng consists of a tangible product or service plus related services.” (New Business Ideas and Concepts, 2012) Dr. Pepper/7 Up is a division of Cadbury Schweppes PLC. Cadbury Schwepees PLC is the third largest soft drink company and fourth largest confectionary company. They sell all over the world. Dr Pepper is North America’s largest non- cola soft drink company. Two of the brands are consistently ranked in the top ten sodas based upon market share. (Kerin and Peterson, 2010) Dr. Pepper/7 Up has been a far off number three for many years now. Pepsi and Coke have always dominated the market and sales figures show they are not slowing down. Recently declining sales of Squirt can signify an ongoing issue that needs to be evaluated at the top level. They need to determine if they are going to market correctly in this category. They need to ask themselves if they are advertising to the right demographic, is the packaging appealing to the demographic they want to reach and so on. 2. The competitive situation for carbonated beverages is strong. “Three companies command 90% of the sales in the United States.” Coca Cola is a strong leader, followed by Pepsi and then Dr. Pepper/Seven Up. The top ten brands are made up from these three leaders; with Coca Cola owning five of the top ten and Dr. Pepper owning two. Squirt falls into the citrus category which is lead by Mt...
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...4431 MAY 3, 2012 RICHARD G. HAMERMESH ALISA ZALOSH Westlake Lanes: How Can This Business Be Saved? Introduction Shelby Givens, general manager of Westlake Bowling Lanes, sat in her cramped office in downtown Raleigh, North Carolina. It was March 10, 2010, two weeks before the scheduled meeting of Westlake’s board—Givens’s uncle and two close family friends. During her 9-month tenure as general manager, Givens, working 70-hour weeks, reined in costs and gradually grew revenues. As a result, the business generated its first month of profit in over two years (see Exhibit 1). Yet Westlake was not on track to soon repay the funds the board had loaned it 16 months before. Givens was proud of her achievements, but she worried that they had been too little, too late. Would the board even consider a different path for Westlake if the loaned funds could not soon be repaid? Givens believed that lucrative opportunities were in Westlake’s future, but right now that future seemed uncertain. The board and Westlake’s employees were looking to Givens for guidance. Shelby Givens: Background Shelby Givens was raised in Charlotte, North Carolina, and attended the University of Virginia, graduating in 2005 with a B.A. in English. For the next three years, Givens worked as a copywriter and creative director for a boutique advertising agency in New York City. She then moved to the Midwest to attend a highly rated business school, from which she graduated in May 2009. As graduation approached...
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...4431 MAY 3, 2012 RICHARD G. HAMERMESH ALISA ZALOSH Westlake Lanes: How Can This Business Be Saved? Introduction Shelby Givens, general manager of Westlake Bowling Lanes, sat in her cramped office in downtown Raleigh, North Carolina. It was March 10, 2010, two weeks before the scheduled meeting of Westlake’s board—Givens’s uncle and two close family friends. During her 9-month tenure as general manager, Givens, working 70-hour weeks, reined in costs and gradually grew revenues. As a result, the business generated its first month of profit in over two years (see Exhibit 1). Yet Westlake was not on track to soon repay the funds the board had loaned it 16 months before. Givens was proud of her achievements, but she worried that they had been too little, too late. Would the board even consider a different path for Westlake if the loaned funds could not soon be repaid? Givens believed that lucrative opportunities were in Westlake’s future, but right now that future seemed uncertain. The board and Westlake’s employees were looking to Givens for guidance. Shelby Givens: Background Shelby Givens was raised in Charlotte, North Carolina, and attended the University of Virginia, graduating in 2005 with a B.A. in English. For the next three years, Givens worked as a copywriter and creative director for a boutique advertising agency in New York City. She then moved to the Midwest to attend a highly rated business school, from which she graduated in May 2009. As graduation approached...
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...Federation University Australia Strategic Human Resource Management (BSHSP 3003) Assessment Task 2: Case Study Report Student name: Kyaw Zin Thant @ Phyo Kyaw Lynn Student ID : 30309572 Lecturer : Raymond Lim Due date : 30 September 2015 Word count : 2,579 words Table of Contents Executive Summary…………………………………………………………………………………3 1. Introduction and background of Best Buy……………………………………………………3 2. Stakeholders interested in the performance of the company……………………………..4 2.1 Employees ……………………………………………………………………………………..4 2.2 Managers ……………………………………………………………………………………...4 2.3 Competitors …………………………………………………………………………………...5 3. Three environmental factors on Best Buy…………………………………………………….5 3.1 Political factors ………………………………………………………………………………..5 3.2 Economic factors ……………………………………………………………………………..6 3.3 Social factors…………………………………………………………………………………..6 4. Three selection methods for employees………………………………………..…………….. 7 4.1 Making interview……………………………………………………………………………… 7 4.2 Check the background………………………………………………………………………. 7 4.3 Department transfer …………………………………………………………………………..8 5. Three strategic rewards to retain key employees …………………………………………......8 5.1 Relating rewards and benefits……………………………………………………………….8 5.2 Training………………………………………………………………………………………….9 5.3 Mentoring……………………………………………………………………………………......9 6. Conclusion …………………………………………………………………………………………..10 7. References …………………………………………………………………………………………...
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...ENCOUNTERING SOCIAL CLASS DIFFERENCES AT WORK: HOW “CLASS WORK” PERPETUATES INEQUALITY Using a microsociological lens, we develop a theoretical framework that explains how social class distinctions are sustained within organizations. In particular, we intro- duce the concept of “class work” and explicate the cognitions and practices that members of different classes engage in when they come in contact with each other in cross-class encounters. We also elucidate how class work perpetuates inequality, as well as the consequences of class work on organizations and those at the lower end of the organizational hierarchy. By examining microlevel interactions and how they become institutionalized within organizations as prevailing rules and practices, we contribute to both institutional theory and the sociology of social class differences. We encourage future research on social class and discuss some of the challenges inher- ent in conducting it. Several contemporary developments—includ- ing the financial crisis of 2008 (Rajan, 2010), the shrinking of the middle class (Leicht & Fitzger- ald, 2007), and the rise of the “new poor” in America (Cohen, 2010)— have reinjected the is- sue of social class differences and inequality (Stiglitz, 2012) into contemporary discourse. Within organization studies, however, social class has received only scant consideration (cf. Castilla & Benard, 2010; Dacin, Munir, & Tracey, 2010; Scully & Blake-Beard, 2006). While two re- cent exceptions...
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...[pic] |1.1 PRELUDE | Financial Structure is the framework of various types of financing employed by a Oil company to acquire and support resources necessary for its operations, commonly, it comprises of stockholders’ investments, long- term loans, short-term loans and short-term liabilities as reflected on the right hand side of the Oil company balance sheet. Financial Structure is different from capital structure in the sense that it also includes current liabilities. Therefore, financial structure is the combination of two main components 1) Capital structure and 2) Current liabilities. To provide an understanding of the concept of financial structure in Oil sector specifically capital structure of Padma Oil Company Limited, the balance sheet, debt and equity, working capital, cost of capital and opportunity cost are need to be explained. The capital structure is how an Oil company finances its overall operations and growth by using different sources of funds. It is a mix of a company’s long-term debt, specific short-term debt, common equity and preferred equity. Debt comes in the form of bond issues or long-term notes payable, while equity is classified as common stock, preferred stock or retained earnings. Short-term debt such as working capital requirements is also considered part of the capital structure...
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...Why In-House Restaurants Become a Support Center Rather Than a Revenue Center: An Exploration of Possible Causes and Solutions for This Problem TIM 314 Hotel Management Bill Self Melanie Ho Danelle Shimabukuro Molly Thompson Abstract Purpose: The purpose of this paper is to find why in-house restaurants become a support center rather than a revenue center. This question came about when our team realized that hotel restaurants are not as popular as other restaurants and are not performing to the maximum level of customer satisfaction. This review researches to find evidence of consumer satisfaction and hotel restaurant management. Design/methodology/approach: This paper reviews consumer attitudes and service relations of the hotel restaurants management. We examine the different causes that degrade the name of hotel restaurants. Our groups research is also looking into different solutions to the problem, a possible solution would be the action of outsourcing hotel restaurants. Findings: This paper identifies the issues that affect the consumer attitudes toward hotel restaurants which then in turns reduce the popularity of the hotel restaurant. We found the attitudes of past and current opinions of hotel restaurants. Traditional fine dining hotel restaurants are not as popular as they use to be so they are using different methods to fix that problem such as outsourcing or revamping them...
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...1 Preliminary draft The First Global Emerging Markets Investor: Foreign & Colonial Investment Trust 1880-1913 David Chambers and Rui Esteves∗ September 2011 Abstract: The Foreign and Colonial Investment Trust (FCIT) is the oldest surviving closed end fund in the world today. Its early success was related to its identification of a missing market, namely, the provision of a wholesale diversified investment vehicle for the investing public. Whilst much research has been conducted on aggregate international capital flows in this period, little work has been undertaken on the prime investment institutions. This micro-study seeks to fill this gap by undertaking detailed quantitative analysis of the leading investment trust investing widely in emerging markets during the first era of financial globalisation before WWI. The history of this flagship investment trust over more than three decades up to 1913 provides an insight into the relative success of this institutional innovation as well as into the risk and returns of investing in global emerging markets over a century ago. ∗ David Chambers (d.chambers@jbs.cam.ac.uk) is at Judge Business School, Trumpington Street, Cambridge CB2 1AG, United Kingdom. Rui Esteves (rui.esteves@economics.ox.ac.uk) is at the Dept of Economics, Oxford University, Manor Rd Building, Oxford OX1 3UQ, United Kingdom. We thank Foreign and Colonial for access to their archives...
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...Chapter 4 Addressing Individuals’ Common Ethical Problems Contents: (Please note: the Instructor Guide for every chapter will follow this structure.) 1. Chapter Outline 2. Teaching Notes 3. In-Class Exercises 4. Homework Assignments 5. Additional Resources Chapter Outline I. Introduction A. Indentifying Your Values – and Voicing Them II. People Issues A. Discrimination B. Harassment, Sexual and Otherwise III. Conflicts of Interest A. What Is It? B. How Can We Think About This Issue? C. Why Is It an Ethical Problem? D. Costs IV. Customer Confidence Issues A. What Is It? B. How Can We Think About This Issue? C. Why Is It an Ethical Problem? D. Costs V. Use of Corporate Resources A. What Is It? B. How Can We Think About This Issue? C. Why Is It an Ethical Problem? D. Costs VI. When All Else Fails: Blowing the Whistle A. When to Blow the Whistle B. How to Blow the Whistle VII. Conclusion VIII. Discussion Questions IX. Short Cases Teaching Notes - Discussion Questions 1. What do you value? Can you make a list of the three or four values you would stand up for? How will you explain to others what your values are and why? This is the perfect place to begin linking the values exercises you (hopefully) did with your students in Chapter 2, with why it is important to identify...
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...Disaster Prevention and Management: An International Journal Emergency response preparedness: small group training. Part 2 – training methods compared with learning styles Henry C. Wilson Article information: To cite this document: Henry C. Wilson, (2000),"Emergency response preparedness: small group training. Part 2 – training methods compared with learning styles", Disaster Prevention and Management: An International Journal, Vol. 9 Iss 3 pp. 180 - 199 Permanent link to this document: http://dx.doi.org/10.1108/09653560010335112 Downloaded on: 09 December 2015, At: 11:19 (PT) References: this document contains references to 15 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 1307 times since 2006* Downloaded by Arab Open University Kuwait At 11:19 09 December 2015 (PT) Users who downloaded this article also downloaded: Henry C. Wilson, (2000),"Emergency response preparedness: small group training. Part I – training and learning styles", Disaster Prevention and Management: An International Journal, Vol. 9 Iss 2 pp. 105-116 Piyali Ghosh, Rachita Satyawadi, Jagdamba Prasad Joshi, Rashmi Ranjan, Priya Singh, (2012),"Towards more effective training programmes: a study of trainer attributes", Industrial and Commercial Training, Vol. 44 Iss 4 pp. 194-202 http:// dx.doi.org/10.1108/00197851211231469 Charles W. Read, Brian H. Kleiner, (1996),"Which training methods are effective?", Management...
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...SOCIETY Bo rra BORRADOR - ESPAÑOL GUÍA AL CUERPO DE CONOCIMIENTO DE LA INGENIERÍA DEL SOFTWARE VERSIÓN 2004 do r SWEBOK Directores ejecutivos Alain Abran, École de Technologie Superieure James W. Moore, The Mitre Corp. rra Directores Pierre Bourque, École De Technologie Superieure Robert Dupuis, Universite Du Quebec A Montreal Bo Jefe de proyecto Leonard L. Tripp, Chair, Professional Practices Committee, IEEE Computer Society (2001-2003) Copyright © 2004 por The Institute of Electrical and Electronics Engineers, Inc. Todos los derechos reservados. Copyright y permisos de impresión: Este documento puede ser copiado, completo o parcialmente, de cualquier forma o para cualquier propósito, y con alteraciones, siempre que (1) dichas alteraciones son claramente indicadas como alteraciones y (2) que esta nota de copyright esté incluida sin modificación en cualquier copia. Cualquier uso o distribución de este documento está prohibido sin el consentimiento expreso de la IEEE. Use este documento bajo la condición de que asegure y mantenga fuera de toda ofensa a IEEE de cualquier y toda responsabilidad o daño a usted o su hardware o software, o terceras partes, incluyendo las cuotas de abogados, costes del juicio, y otros costes y gastos relacionados que surjan del uso de este documento independientemente de la causa de dicha responsabilidad. do r IEEE PONE ESTE DOCUMENTO A DISPOSICIÓN TAL CUAL ESTÁ, SIN GARANTÍA ALGUNA, EXPRESADA...
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...CHAPTER 14 Performance Measurement ASSIGNMENT CLASSIFICATION TABLE | | | | |Brief | | | |A | |B | |Study Objectives | |Questions | |Exercises | |Exercises | |Problems | |Problems | | | | | | | | | | | | | |1. Understand the con- | |1, 2, 3, 4 | |1, 2, 3 | |1, 2 | | | | | |cept of sustainable earnings and indicate | | | | | | | | | | | |how irregular items are presented. | | | | | | | | | | | | | | | | | | | | | | | |2. Discuss the need for comparative analysis| |5 | | | | | | | | | |and identify the tools | | | | | | | | | | | |of financial statement analysis...
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...STANDARD EDITION Ross Westerfield Jordan FUNDAMENTALS OF CORPORATE FINANCE tenth edition StuDEntS... Want to get better grades? (Who doesn’t?) Prefer to do your homework online? (After all, you are online anyway…) Need a better way to study before the big test? (A little peace of mind is a good thing…) With McGraw-Hill's Connect Plus Finance, ® StudentS get: • Easy online access to homework, tests, and quizzes assigned by your instructor. • Immediate feedback on how you’re doing. (No more wishing you could call your instructor at 1 a.m.) • Quick access to lectures, practice materials, eBook, and more. (All the material you need to be successful is right at your fingertips.) • A Self-Quiz and Study tool that assesses your knowledge and recommends specific readings, supplemental study materials, and additional practice work.* *Available with select McGraw-Hill titles. Less managing. More teaching. Greater learning. InStRuctoRS... Would you like your students to show up for class more prepared? (Let’s face it, class is much more fun if everyone is engaged and prepared…) Want an easy way to assign homework online and track student progress? (Less time grading means more time teaching…) Want an instant view of student or class performance? (No more wondering if students understand…) Need to collect data and generate reports required for administration or accreditation? (Say goodbye to manually tracking student learning outcomes…) Want to record...
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...Copyright Salman Rushdie, 1988 All rights reserved VIKING Published by the Penguin Group Viking Penguin Inc., 40 West 23rd Street, New York, New York 10010, U.S.A. Penguin Books Ltd, 27 Wrights Lane, London W8 5TZ, England Penguin Books Australia Ltd. Ringwood, Victoria, Australia Penguin Books Canada Ltd, 2801 John Street, Markham, Ontario, Canada L3R 1B4 Penguin Books (N.Z.) Ltd, 182-190, Wairau Road, Auckland ro, New Zealand Penguin Books Ltd, Registered Offices: Harmondsworth, Middlesex, England Published in 1989 by Viking Penguin Inc. For Marianne Contents I The Angel Gibreel II Mahound III Ellowen Deeowen IV Ayesha V A City Visible but Unseen VI Return to Jahilia VII The Angel Azraeel VIII The Parting of the Arabian Seas IX A Wonderful Lamp Satan, being thus confined to a vagabond, wandering, unsettled condition, is without any certain abode; for though he has, in consequence of his angelic nature, a kind of empire in the liquid waste or air, yet this is certainly part of his punishment, that he is . . . without any fixed place, or space, allowed him to rest the sole of his foot upon. Daniel Defoe, _The History of the Devil_ I The Angel Gibreel "To be born again," sang Gibreel Farishta tumbling from the heavens, "first you have to die. Hoji! Hoji! To land upon the bosomy earth, first one needs to fly. Tat-taa! Taka-thun! How to ever smile again, if first you won't cry? How to win the darling's love, mister, without a sigh? Baba, if you want to get born again...
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