...Define the Problem……………………………………………………………………..pg 3 Ethical Dilemma(s)/ Overall vision/strategy/ Impact if not addressed……..…pg. 4 Establishment of Criteria………………………………………………………………pg. 5 SWOT Analysis………………………………………………………………..pg. 5-8 Contributing Factors…………………………………………………….……..pg. 8 Identification of Possible Solutions…………………………………………..………..pg. 8 Contributing Factor 1 Solutions...………………………………………...…....pg. 8-9 Pros and Cons………………………………………………….………pg. 8-9 Contributing Factor 2 Solutions…………………………………….………….pg. 10 Pros and Cons…………………………………………………….……pg. 10 Contributing Factor 3 Solutions………………………………………………..pg. 10 - 12 Pros and Cons…………………………………………………………pg. 10 - 12 Contributing Factor 4 Solutions……………………………………..……….. pg. 12 Pros and Cons………………………………………………...……….pg. 12 - 13 Solution recommendation and defense…………………………………………..…..pg. 13 Solution 1……………………………………………………………….…..…pg. 13 - 14 Solution 2……………………………………………………………….……..pg. 14 - 15 Solution 3……………………………………………………………….…..…pg. 15 Solution 4……………………………………………………………….……..pg. 15 Execution of Solutions..………………………………………………………….…...pg. 16 Solution 1………………………………………………………………….…..pg. 16 - 17 Solution 2…………………………………………………………………..….pg. 17 Solution 3…………………………………………………………………..….pg. 18 Solution 4………………………………………………………………..…….pg. 18 - 19 Work Cited………………………………………………………………………..…..pg. 20 -21 II. Define the Problem Case 27: Rhino Capture in Kruger...
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...Define the Problem……………………………………………………………………..pg 3 Ethical Dilemma(s)/ Overall vision/strategy/ Impact if not addressed……..…pg. 4 Establishment of Criteria………………………………………………………………pg. 5 SWOT Analysis………………………………………………………………..pg. 5-8 Contributing Factors…………………………………………………….……..pg. 8 Identification of Possible Solutions…………………………………………..………..pg. 8 Contributing Factor 1 Solutions...………………………………………...…....pg. 8-9 Pros and Cons………………………………………………….………pg. 8-9 Contributing Factor 2 Solutions…………………………………….………….pg. 10 Pros and Cons…………………………………………………….……pg. 10 Contributing Factor 3 Solutions………………………………………………..pg. 10 - 12 Pros and Cons…………………………………………………………pg. 10 - 12 Contributing Factor 4 Solutions……………………………………..……….. pg. 12 Pros and Cons………………………………………………...……….pg. 12 - 13 Solution recommendation and defense…………………………………………..…..pg. 13 Solution 1……………………………………………………………….…..…pg. 13 - 14 Solution 2……………………………………………………………….……..pg. 14 - 15 Solution 3……………………………………………………………….…..…pg. 15 Solution 4……………………………………………………………….……..pg. 15 Execution of Solutions..………………………………………………………….…...pg. 16 Solution 1………………………………………………………………….…..pg. 16 - 17 Solution 2…………………………………………………………………..….pg. 17 Solution 3…………………………………………………………………..….pg. 18 Solution 4………………………………………………………………..…….pg. 18 - 19 Work Cited………………………………………………………………………..…..pg. 20 -21 II. Define the Problem Case 27: Rhino Capture in Kruger...
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...1. What is SANParks / Kruger National Park’s objective and vision? Is selling rhino consistent with their objective and vision? If not, then what should it be? VISION SANParks: South African National Parks connecting to society. Kruger national park: “to protect the nation’s fast-dwindling wildlife areas” Objectives: * Population control * Broadening of the range for populations * Spreading the risk of managing wildlife * Making the populations more resilient and viable * Fund raising for specific conversation and land expansion programs According to SANParks’/ Kruger national park this was in line with their vision although a lot of other parties didn’t think the same. SANPark says it has to sell rhinos because it was critical to its conservation efforts to maintain the sale of animals to private entities. It also helped reach their objectives. “selling rhinos was for the greater good” 2. Who are the suppliers of rhino and what was the average selling price of a rhino? Suppliers: • SANParks • Kwa Zulu Natal Wildlife • North West Province • The private sector Average selling price: 30300 USD 3. What is different about selling to a safari company and a hunting company? When a safari company buys an animal this is mostly in a cow/calf combination, and these are not hunted. When a hunting company bought rhinos, they usually buy bulls for hunting purpose. overall white rhinos were selled the most because of...
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...Chap2 * Identify specific ethical codes, including professional codes. What ethical theory is seen in the code? • List virtues you feel are important for nurses to attain, and describe why you feel they are important. • Can different ethical theories be utilized in making an ethical decision? Why or why not Chap3 * What are the ethical principles and implications? • Should the nurse notify security of the potential hazards of patient endangering self and others? • How does the nurse express fidelity, confidentiality, beneficence, nonmaleficence, autonomy, respect for persons, veracity, and justice in this situation? Module 2 discussion When I took a humanity class in college, there were two male students who were friends with each other that sat behind me. They were quietly and actively involved during the class discussion and created a pleasant mood. However, during an exam, their voices were loud enough to be heard by me and other students. One female student, C, who sat next me had strongly adverse feelings about their cheating and she wanted us to go to the professor and talk about them together. However, I didn’t because I felt kind of embarrassed reporting the classmates to the professor and did not mind it since it would not have affected my grade anyway. In addition, their voice was loud enough for the whole class to hear, so I guessed that the professor already knew about them and might punish their behavior later. C reported them after the end of...
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...[pic] Eureka Forbes Ltd. Managing the Selling Effort SHRM Case Submission [pic][pic] 17-Jul-12 PGPX –VII (12-13) – Term I1 Aditya Bansal ( 6612006) Problem Statement Eureka Forbes Ltd. (EFL), a joint venture between Forbes Group and Electrolux formed in 1982, is the leading company in India in consumer durable products like vacuum cleaner and water purifier. Over the years, EFL has effectively utilized the direct selling approach by setting up the largest field sales force in Asia comprising of 5,000+ sales representatives called ‘Eurochamps’ for its two main products, EuroClean vacuum cleaner and AquaGuard water purifier. The image of a Eurochamp, wearing a white shirt and a dark tie, with a demo kit in his bag, going from door to door, has been ingrained in the minds of Indian consumers permanently. This goes with the motto of the company to consider the customer as “A Friend for Life”. By late 2003, however, the company was faced with multiple issues like declining sales volumes, falling sales closure rates and high sales rep attrition. The company also witnessed a declining performance of the sales force across many of EFL’s territories. There were instances of missing sales and other such irregularities by the Eurochamps. To counter this, Mr. Suresh Goklaney, the CEO of the company, came up with a new sales representative evaluation and compensation system called “Bettering the Best”. The new system called for rewarding sales reps for process adherence and...
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...Case Analysis: Recruitment of a Star PROBLEM STATEMENT To recruit a suitable replacement for RSH’s star analyst Peter Thompson PESTC Analysis Political – Nil Economic:- * Increased shuffling of jobs. Social:- * The environment required rigid competencies, high stamina, great communication skills, and frequent client interaction. * The industry average retirement age was approximately 45 to 50. Technological:- * Intensive use of technologies in research. * Due to high competition, staying updated with latest technology provided the edge for firms against its competitors. * Many analysts were expected to provide prompt response to clients’ needs and come up with latest financial instruments benefitting both company and clients. SWOT of RSH: Strengths:- 1. Work culture- Many analyst and industry experts believed that RSH work culture was one of the main competitive advantages. This is so as the company gave space to its analysts to work and allowed and encouraged team work. This ensured the employees felt secured about their job thereby addressing the employees need for safety and social needs. 2. Working in team helped to co-ordinate and achieve more. The employees felt that being part of a team served them well. The company hence satisfied their need for affiliation. 3. The interpersonal relations among employees were good and ensured harmony among them. 4. With seniors helping juniors learn about the industry...
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...Case 2: Jamie Turner at MLI, Inc Hilary Kuykendall Ya Liang 1. How did Turner get himself into this predicament? What is going on for Cardullo? Many reasons contribute to the situation Turner’s currently in, first of all being his abrupt decision of taking the job. The job offer by MLI is very appealing, though, Turner isn’t thinking thoroughly about whether or not he is capable of doing industrial marketing,which is different from what he really likes and is expert in. Making a pros/cons list like the chart below is a great way to evaluate if you will be successful in a new position [4]. The risk is even higher as MLI is struggling financially and still in the transition of a merger.The unstable environment has left him little time to adapt to the new job though time is promised by Cardullo. So this is not a wise career choice in the first place. Secondly, Turner is trusted with too many responsibilities too early in his job. Turner doesn’t really know how to cope with the situation because it’s quite different from what he had in Wolf River. He really needs time to absorb all the information and get an understanding of both internal and external circumstances. Now he has no choice but to make quick calls based on a superficial observation, as well as instincts and past experience which could prove to be very wrong and dangerous. The same is true with the full autonomy over pricing. Turner never has a ...
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...Robert Gordon University Aberdeen Business School Contemporary HRM 1007520 International Tourism Management Year 3 Submission deadline: 3rd May 2013 Lecturers Responsible: Allison Abbott and Kirstine Collins Module Number: BS2104 Word Count: 2179 Executive summary The subject of this report is the ‘war for talent’ phenomenon and its implication on talent management practices. Its first section presents the aim and objectives and the utilised methods of research. In the second chapter called ‘What is talent’, various definitions from different angles are provided for a better understanding of the main topic of the report. The third chapter analyses the ‘war for talent’ concept with both pro and con academic arguments. The fourth section defines talent management as a mandatory ‘toolkit’ to fight the war for talent. In the first subsection a few definitions and talent management approaches are explained. This section is followed by two consecutive ones which define and analyse the notions of performance, and potential in relation with talent management. The fifth and final chapter expands the ‘war for talent’ concept on a global scale with the two subsections discussing the influence of globalisation on the talent war followed by a case study of Poland’s talent management issues in the global ‘war for talent’. In the end a conclusion is drawn followed by afferent references consulted in order to create the report. Table of contents Front cover ...
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...Professional Services Fall 2007 I. POSITIONING AND ALIGNMENT a) Developing and Implementing Strategy: Wachtell Lipton Wachtell Why has Wachtell been so successful? - Niche o M&A, hostile takeovers o General counsels, CEOs come to Wachtell when they have a problem - Size: small o 1 office (140 attorneys in 1995, 193 today); organic growth (no mergers/acquisition of other firms & only 2 lateral partners in entire history) o Benefits = control over quality of work; quality of recruits; sense of collegiality; maintenance of position in niche (if it stays significantly smaller than the market for its services, no matter how bad business gets, it will always have enough work); avoids inefficiencies of partnership model b/c decisions made quickly w/ little process - Bills o Based on value, not time o Wachtell does not pursue bills aggressively – they call twice, and that’s it. Clients can literally stiff the firm… only consequence is that it will never take you on as a client again and it will tell all its other clients that you didn’t pay. ▪ Wachtell’s realization rate ~90% (vs. ~80% at other firms) - Clients o By matter, not long-term relationships ▪ Gives the firm independence from clients – fewer conflicts o Can pick & choose interesting, innovative, and high-paying work o Doing only transactional work expands the market because no conflicts o Business...
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...Disclaimer for the Skill Gap Report: NSDC engaged IMaCS (ICRA Management Consulting Services Limited) to prepare this report, which is based on independent research and analysis done by IMaCS. This report is not based or derived from any other report or research paper. Any similarity with any other paper may purely be a co-incidence. All rights reserved. All copyright in this report and related works is solely and exclusively owned by NSDC. The same may not be reproduced, wholly or in part in any material form (including photocopying or storing it in any medium by electronic means and whether or not transiently or incidentally to some other use of this presentation), modified or in any manner communicated to any third party except with the written approval of NSDC. This report is for information purposes only. While due care has been taken during the compilation of this report to ensure that the information is accurate to the best of IMaCSs’ and NSDC’s knowledge and belief, the content is not to be construed in any manner whatsoever as a substitute for professional advice. IMaCS and NSDC neither recommend nor endorse any specific products or services that may have been mentioned in this report and nor do they assume any liability or responsibility for the outcome of decisions taken as a result of any reliance placed in this report. Neither IMaCS nor NSDC shall be liable for any direct or indirect damages that may arise due to any act or omission on the part of the user due to...
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...NEWSLETTER 12 Pages Join us on Facebook… … a weekly news bulletin www.xedintellect.com 20th Sep 2012 – 26th Sep 2012 IN BRIEF COVER STORY REFORMS AT LAST !!! ECONOMIC INDICATORS Brent Crude $110/barrel BSE 18,694.41 points (as on Tuesday, September 25) PERSONALITIES OF THE WEEK Christine Lagarde Sachin Bansal CORPORATE INTELLIGENCE BIG THREE MANAGEMENT CONSULTANCIES NEWS DIGEST… BUSINESS NEWS GLOBAL NEWS MISCELLANEOUS NEWS Wal-Mart plans to open its first outlet in India within 12-18 months More than two-thirds in USA live pay check to pay check Foxconn unit in China closes after workers clash ECONOMIC INDICATORS 2 COVER STORY 3 PERSONALITIES OF THE WEEK 4 CORPORATE INTELLIGENCE 5 NEWS ANALYSIS 6 JOB PROFILE 11 PART TWO KNOW YOUR BASICS: DATA ANALYTICS KNOW YOUR BASICS: DATA ANALYTICS D ata analytics (DA) refers to examination of raw data for drawing meaningful conclusions usually with the help of the latest IT tools. DA is categorised into exploratory data analysis (EDA) and confirmatory data analysis (CDA). EDA refers to finding new features in the data (similar to data mining) while CDA is used to examine the validity of existing hypotheses. There‟s another category known as Qualitative data analysis (QDA) which is generally used in the social sciences to draw conclusions from non-numerical data like words, photographs or video. The term "analytics" has been used by many business intelligence (BI) software firms...
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...Environmental Studies For Undergraduate Courses Erach Bharucha Textbook for Environmental Studies For Undergraduate Courses of all Branches of Higher Education Erach Bharucha for University Grants Commission Natural Resources i Preliminary Pages.p65 1 4/9/2004, 5:06 PM Credits Principal author and editor – Erach Bharucha Unit 1 – Erach Bharucha Unit 2 – Erach Bharucha, Behafrid Patel Unit 3 – Erach Bharucha Unit 4 – Erach Bharucha Unit 5 – Shamita Kumar Unit 6 – Erach Bharucha, Shalini Nair, Behafrid Patel Unit 7 – Erach Bharucha, Shalini Nair, Behafrid Patel Unit 8 – Erach Bharucha, Shambhvi Joshi Case Studies – Prasanna Kolte Co-ordination and compilation – Behafrid Patel Textbook Design – Narendra Kulkarni (Mudra), Sushma Durve Manuscript review and editing – Chinmaya Dunster, Behafrid Patel Artists – Sushma Durve and Anagha Deshpande CD ROM – Jaya Rai and Prasanna Kolte © Copyright Text – Erach Bharucha/ UGC, 2004. Photographs – Erach Bharucha Drawings – Bharati Vidyapeeth Institute of Environment Education and Research All rights reserved. Distributed by University Grants Commission, New Delhi. 2004. ii Environmental Studies for Undergraduate Courses Preliminary Pages.p65 2 4/9/2004, 5:06 PM Vision The importance of Environmental Studies cannot be disputed. The need for sustainable development is a key to the future of mankind. The degradation of our environment is linked to continuing problems of pollution, loss...
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...Moneyball: The Art of Winning an Unfair Game Michael Lewis For Billy Fitzgerald I can still hear him shouting at me Lately in a wreck of a Californian ship, one of the passengers fastened a belt about him with two hundred pounds of gold in it, with which he was found afterwards at the bottom. Now, as he was sinking-had he the gold? or the gold him? —John Ruskin, Unto This Last Preface I wrote this book because I fell in love with a story. The story concerned a small group of undervalued professional baseball players and executives, many of whom had been rejected as unfit for the big leagues, who had turned themselves into one of the most successful franchises in Major League Baseball. But the idea for the book came well before I had good reason to write it—before I had a story to fall in love with. It began, really, with an innocent question: how did one of the poorest teams in baseball, the Oakland Athletics, win so many games? For more than a decade the people who run professional baseball have argued that the game was ceasing to be an athletic competition and becoming a financial one. The gap between rich and poor in baseball was far greater than in any other professional sport, and widening rapidly. At the opening of the 2002 season, the richest team, the New York Yankees, had a payroll of $126 million while the two poorest teams, the Oakland A's and the Tampa Bay Devil Rays, had payrolls of less than a third of that, about $40 million. A decade before, the highest payroll...
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...Strength. Performance. Passion. Sustainable Development Report 2007 Company Profile ACC – India’s first name in cement ACC Limited, or ACC as it is popularly known, is India’s foremost manufacturer of cement. Formerly called The Associated Cement Companies Limited, ACC’s corporate office is located in Mumbai. Its operations are spread throughout the country with 14 modern cement factories having a total installed capacity of 22.4 million tones of cement per annum, a string of 20 sales offices and a countrywide distribution network of over 9,000 dealers. It has a workforce of more than 10,000 persons. A subsidiary company, ACC Concrete Limited, is a leading manufacturer of ready mix concrete that has 30 plants across the country. Established in 1936 as a merger of ten cement companies, ACC is today closely associated with the Holcim Group of Switzerland. Since inception, the company has been a pioneer and trendsetter in cement and concrete, with a unique track record of innovative research and product development. It is an important benchmark for the cement industry in respect of its production, marketing human resource management and other processes. ACC has achieved spectacular results in the utilization of two industrial wastes – namely slag from steel plants and fly ash from thermal power stations – to make blended cements that offer unique advantages to concrete. Today ACC offers total solutions for waste management including testing, suggestions for reuse, recycling...
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...informationInformation Rules A STRATEGIC GUIDE TO THE NETWORK ECONOMY Carl Shapiro Hal R. Varian HARVARD BUSINESS SCHOOL PRESS BOSTON, MASSACHUSETTS Copyright © 1999 Carl Shapiro and Hai R. Varian All rights reserved Printed in the United States of America 03 02 01 00 99 5 Library of Congres§ Cataloging-in-Publication Data Shapiro, Carl. Information rules : a strategic guide to the network economy / Carl Shapiro and Hal R. Varian. p. cm. Includes bibliographical references and index. ISBN 0-87584-863-X (alk. paper) 1. Information technology—Economic aspects. 2. Information society. I. Varian, Hal R. II. Title. HC79.I55S53 1998 658.4'038—dc21 98-24923 GIF The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Printed Library Materials Z39.49-1984. To Dawn, Eva, and Ben To Carol and Chris Contents Preface ix l The Information Economy 2 Pricing Information 19 3 Versioning Information 53 4 Rights Management 83 5 Recognizing Lock-In 103 6 Managing Lock-In 135 7 173 Networks and Positive Feedback 8 Cooperation and Compatibility 9 Waging a Standards War 10 Information Policy 227 261 297 viii I Contents Further Reading 319 Notes 327 Bibliography 329 Index 335 About the Authors 351 Preface Luck led us to write this book. Each of us became economists because we wanted to apply our ...
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