...Institutions, and Uprisings | Whimsley Whimsley …where Tom Slee writes about technology and politics Notes on Identity, Institutions, and Uprisings Table of Contents Intro uc ion d t Face ook as a “free space” b Con ect ng Iden ity to Ratio al Choice? n i t n Iden ity Cascades t Free Spaces and Screening Insti u ions and Challenges t t Con lu ions c s Intro uc ion d t Fin sh ng up what I said I’d fin sh a cou le of months ago, this is a shorter ver ion of a i i i p s paper on “Iden ity, Insti u ions, and Upris ngs” with less math at cs, no ref r nces (see t t t i em i e e the link above) and more opin on t ng. Also, a longer ver ion of what I’m going to say at i ai s The iz ng the Web 2013 in a few days. or i There is a the et al side to the “Face ook Rev u ion” debate about the role of dig al or ic b ol t it tech olo ies in the 2011 “Arab Spring” upris ngs, and it boils down to two ways of look ng n g i i at things: the micro and the macro. On the one hand, we have the ratio al choice, agentn based approach and on the other we have more tra i ional soci og al approaches based dt ol ic on larger-scale social structures. If you look at some of the key char c er s ics of the upris ngs, it looks like a win for the a t i t i tomslee.net/2013/02/503.html 1/19 3/18/13 Notes on Identity, Institutions, and Uprisings | Whimsley micro side. The ies, and North African upris ngs. or i EVENT MICRO...
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...THIRD EDITI ----- --·-- --·-- - - -- - O N -- SU PP LY CH AI N MA NA GE ME NT Stra tegy , Plan ning , and Ope ratio n Sunil Chopra Kellogg Schoo l of Manag ement Northwestern University Peter Meindl Stanfo rd University --------Prentice I-I all Uppe r Saddl e River , New Jersey ·--· PEAR SON -- · - · - - - "ibrary of Congress Cataloging-in-Publication Data :::hopra, Sunil Supply chain management: strategy, planning, and operation I Sunil Chopra, >eter Meind!.-3rd ed. p. em. Includes bibliographical references and index. ISBN: 0-13-208608-5 1. Marketing channels-Managemen t. 2. Delivery of goods-Management. i. Physical distribution of goods-Management. 4. Customer servicesvfanagement. 5. Industrial procurement. 6. Materials management. I. vfeindl, Peter II. Title. HF5415.13.C533 2007 658.7-dc22 2006004948 \VP/Executive Editor: Mark Pfaltzgraff ii:ditorial Director: Jeff Shelstad ;enior Project Manager: Alana Bradley E:ditorial Assistant: Barbara Witmer Vledia Product Development Manager: Nancy Welcher \VP/Executive Marketing Manager: Debbie Clare Vlarketing Assistant: Joanna Sabella ;enior Managing Editor (Production): Cynthia Regan flroduction Editor: Melissa Feimer flermissions Supervisor: Charles Morris Vlanufacturing Buyer: Michelle Klein Vlanager, Print Production: Christy Mahon Composition/Full-Service Project Management: Karen Ettinger, TechBooks, Inc. flrinter/Binder: Hamilton Printing Company Inc. fypeface: 10/12 Times Ten Roman :::redits...
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...THIRD EDITI ----- --·-- --·-- - - -- - O N -- SU PP LY CH AI N MA NA GE ME NT Stra tegy , Plan ning , and Ope ratio n Sunil Chopra Kellogg Schoo l of Manag ement Northwestern University Peter Meindl Stanfo rd University PEAR SON --------Prentice I-I all Uppe r Saddl e River , New Jersey ·--· -- · - · - - - "ibrary of Congress Cataloging-in-Publication Data :::hopra, Sunil Supply chain management: strategy, planning, and operation I Sunil Chopra, >eter Meind!.-3rd ed. p. em. Includes bibliographical references and index. ISBN: 0-13-208608-5 1. Marketing channels-Managemen t. 2. Delivery of goods-Management. i. Physical distribution of goods-Management. 4. Customer servicesvfanagement. 5. Industrial procurement. 6. Materials management. I. vfeindl, Peter II. Title. HF5415.13.C533 2007 658.7-dc22 2006004948 \VP/Executive Editor: Mark Pfaltzgraff ii:ditorial Director: Jeff Shelstad ;enior Project Manager: Alana Bradley E:ditorial Assistant: Barbara Witmer Vledia Product Development Manager: Nancy Welcher \VP/Executive Marketing Manager: Debbie Clare Vlarketing Assistant: Joanna Sabella ;enior Managing Editor (Production): Cynthia Regan flroduction Editor: Melissa Feimer flermissions Supervisor: Charles Morris Vlanufacturing Buyer: Michelle Klein Vlanager, Print Production: Christy Mahon Composition/Full-Service Project Management: Karen Ettinger, TechBooks, Inc. flrinter/Binder: Hamilton Printing Company Inc. fypeface:...
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...PENSACOLA STATE COLLEGE COURSE: MANAGIIGING DIVERSITY SEMESTER: SUMMER, 2015 INSTRUCTOR: MOLLIE ANDRAE Q 1. Which dimensions of business case for diversity are the most persuasive? Why? No matter which definition you put on work diversity, most organization if not all are acknowledging the importance of making diversity a business consideration. “Our work place is changing and diversity is no longer the exception, it is the norm now. It is good for business and when we achieve unity in diversity, everyone wins”. (Lativin, D.). Changes in the workplace are the result of various shifts in U.S. demographics. Among these are the country’s racial and ethnic makeup. People of color have reached over 100 million, according the U.S. Census Bureau. The dimensions of business case for diversity may vary from organization to organization depending on their priorities but the case for business diversity is somewhat the same across the board. The demographic shift creating a new customer base and workforce is not the only reason to implement diversity initiatives within a company’s business strategy. Increased globalization, improved financial results and employee retention are all part of a growing business case for diversity. To me, one of the most persuasive case for diversity is winning the competition for talent. The United States is the most diverse country in the world and no wonder is so economically successful and world super power as compared to other developed nations...
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... we introduce a new type of tournament into the literature: premium incentives. While premium incentives, just like xed-prize tournaments, are based on relative performance, the prize to be awarded is not set in advance but is a function of the rm's success: the prize is high if the rm is successful and low if it is not successful. Relying on a simple model of cost minimization, we are able to show that premium incentives outperform xed-prize tournaments as well as piece rates. Our theoretical result is qualitatively con rmed by a controlled laboratory experiment and has important practical implications for the design of organizational incentive systems. JEL Classi cation: C72, C91, J33 Keywords: Tournaments, Incentives, Economic experiments Max Planck Institute for Economics, Kahlaische Strasse 10, 07745 Jena, Germany. yEberhard Karls Universitat Tubingen, Faculty of Economics and Business Administration, Nauklerstrasse 47, 72074 Tubingen, Germany. zThe Hebrew University, Center for the Study of Rationality, Giv'at Ram, Jerusalem 91904, Israel. 1 1 Introduction and Motivation As documented by Orrison et al. (2004) or Bothner et al. (2007), tournament incentives have developed into an increasingly important component of compensation systems; they are `pervasive in organizations' (Casas-Arce and Martnez-Jerez, 2009). Unlike piece rates, which are awarded according to absolute performance, tournament incentives are awarded...
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...292-2529 at office (Please leave recorded message; if I'm not in, I'll return your call.) 488-8177 at home (Please leave recorded message; if I'm not in, I'll return your call.) Office Hours: By appointment or chance COMMUNICATIONS CONSULTANT: Ms. Rama Ramamurthy 640 Fisher Hall ramamurthy.3@osu.edu 292-7397 Office Hours: REQUIRED TEXT MATERIALS: Anthony and Govindarajan. Management Control Systems, Eleventh edition. Homewood: Irwin, Inc., 2004 (abbreviated A&G) Supplementary materials (abbreviated S) are sold in a package by CopEz. Some supplementary items may be distributed in class or made available on the Internet. OPTIONAL MATERIALS FOR REFERENCE: Horngren, Charles T., George Foster, and Srikant M. Datar. Cost Accounting: A Managerial Emphasis. Eleventh edition. Upper Saddle River, NJ: Prentice-Hall, 2003 (or another cost accounting text) Kaplan, Robert S., and Robin Cooper. Cost and Effect: Using Integrated Cost Systems to Drive Profitability and Performance. Cambridge, MA: Harvard Business School Press, 1998. Kaplan, Robert S., and David P. Norton. The Balanced Scorecard: Translating Strategy into Action. Cambridge, MA: Harvard Business School Press, 1996. Porter, Michael E. Competitive Advantage: Creating and Sustaining Superior Performance. New York: The Free Press, 1985. Ronstadt. The Art of Case Analysis. Third edition. Lord Publishing, 1993...
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...Pros and Cons of Computer Technology in the Classroom Author: Kathleen Patrice Gulley University: California State University, Sacramento Course: Educational Leadership and Policy Studies EDLP 225 :: Advanced Seminar: Ethical Decision Making Instructor: Dr. Rosemary Papalewis Term: Spring 2003 The world is constantly changing and ways in which we function at home, work and school are also changing. The speed at which technology has developed plays a major role in these changes. From e-mail to on-line classes, computers are definitely influential in our lives, and can enhance the learning process in schools in various ways. With the increasing popularity of computer technology, it is essential for administrators to support and encourage computer technology in our education systems. Computers are important in education because they force us to reconsider how people learn, how they are empowered, and what the nature of learning and useful information is. We cannot avoid the presence of computers in our schools because they are forcing educators to re-evaluate the very nature of what and how we teach. In 1998, the Office of Technology Assessment reported there were approximately 5.8 million computers in schools across United State’s or approximately one machine for every nine students (Provenzo, Brett, & McCloskey, 1999). An advantage of having computer-assisted instruction in the classroom is that the computer can serve as a tutor. Teachers can only...
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...Question 1. Discuss the pros and cons of Amazon’s growth and diversification of business and specialization, and make recommendations about what Amazon could have done differently. Amazon.com serves consumers through its retail websites. The company provides merchandise and content purchased for resale from vendors and those provided by third party sellers, and also manufactures and sells the Kindle e-reader. In addition, the company provides services such as Amazon Web Services, fulfillment, miscellaneous marketing and promotional agreements, such as, online advertising and co-branded credit cards. Amazon has two principal segments. North America, which consists of retail sales of consumer products and subscriptions through North America focused websites; and International, which consists of retail sales of consumer products and subscriptions through internationally focused locations (Mergent Online, 2010). Diversification is a form of growth strategy. Growth strategies involve a significant increase in performance objectives beyond past levels of performance (Mason, 2008). Many organizations pursue one or more types of growth strategies; however, there are many pros and cons pertaining to diversification. In the case of Amazon’s growth, two of the pros are innovation and infrastructure (Taulli, 2011). Innovation involves introducing new products. As companies get larger, it can be extremely tough to introduce the products. This hasn’t been a problem for Amazon...
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...Decision-Making Process Management Theory and Practice Decision-Making Process Decision Making can be a very complex task to do. Making decisions in your life can be a very difficult journey and can cause some challenges, however the results in the long run will benefit you and your family. Decision making requires time and it must be planned thoroughly to avoid struggles and a negative effect. To make the right and effective decisions there are steps in which determination and research is required, such as discovering the decision, who will play part in the decision, and how it will affect them. Every decision has obstacles along the way and it is important to consider and have alternatives set in place. Decision making includes principles such as implementation of an individual’s commitment. Decisions, small or large, are a part of our daily lives, however going back to school and changing a comfortable life style was a decision that included a detailed execution process. It is important to take in all the elements and obstacles in order to consider and to ask the right questions. The process includes a series of questions, whether to choose the option to attend an online or ground campus, the availability, the possible impact on children, marriage, work, and health. The process includes finding the right school, environment, program of interest, childcare, financial situation, and time. Decisions include the incorporating of the alternatives and setting an action...
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... o yp t ec ot tive pr pec t s st n o em ti un xa idy ta ubs s c e l se w s po ket ies ar eg e m at g str ad y c s tr gin te er ra oli ver ersment n of emorpo m l p o rg ploy xatio ts ke e cl er ers n m lder p yme u ns keho plo a co n io t fla in g lin r e ng hao a ke c eed c a m fis t objectives t fr d men aims an ic environnment m econo enviro ment social nviron ange h legal e e em un ta of c causes ship leader g and proc hange g for c ess entin implem ing change s manag decision plannin rship exch st rates intere tives objecg markets in g emerg tion inflaange rates cto phic fa nemp subsid taxa hea u n envirot l M e ade s on na a n gi ra demog al dec politic ow ons er su n c C change i nfl subunemployateion men si m nt t re gula dy tio p an h envir social u lea ence ns d s fisc ersh al p i olic p y ge leade e cultur nt onme leg al inte stra rnal c teg au infl ic decisio ses enviro n missio tec al envir ecisio nt ra hno onm ns logi ent po cal or c strategi es influenc ent nm han ic envi gic lega ge a aim ron men l p l stra enviro roces t nm te soc tegic e s i d ic om on ec cy ure env ct iron e m bj lead iron en pla nni ersh ment t nd o tech...
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...or uninformed of the consequences of their behavior (Scholl, 2002), or they may have had a number of failed attempts and are reluctant to try again (Prochaska & Velicer, 1997). Prochaska et al. (1992), says the main component of pre-contemplation, is the person shows resistance to recognize or modify problem behavior. For an individual to move out of this stage they must experience cognitive dissonance, which is describe as a negative affective state, where the individual acknowledges the problem (Scholl, 2002). In the next stage of change, we are presented with contemplation. This is where an individual is intending on making a change within the next six months (Patten, Vollman, & Thurston, 2000). People in this stage tend to weigh their pros and...
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...A and as per the Rules of Legal Education, 2008) Effective from the academic year 2011-12 THREE YEARS’ LL.B. POGRAMME First LL. B. Semester – I FIRST LL.B. - S EMES TER 1 (MONSOON ) PE R WE EK S UBJEC TS LEC TURE S OT HER S T OT AL C RED IT S (SE M)29 CORE COURSE 101 L aw of T ort i ncludi ng MV A cci dent And C on sum er Pr ot ecti on Law s 4 1 5 5 CORE COURSE 102 Crim in al Law P aper – I (General P rinci pl es of P en al Law ) 4 1 5 5 4 1 5 5 4 1 5 5 4 1 5 5 1 1 2 2 1 1 2 2 CORE COURSE 103 CORE COURSE 104 CORE COURSE 105 FOUNDATIO N 106 F SOFT S KILL 107 K Crim in al Law P aper – II (S pec ific Off enc es) L aw of C ont ract S peci al C ontr act C on sti tuti on al Hist ory of I ndi a Use of Law J ournal s and L egal S oftw ar e 1 Semester – I Monsoon Semester CORE CO URSE 101 : LAW OF TO RT I NCLUDI NG M V ACCI DENT AND CO NS UM ER P ROTECTION LAWS Objectives of the Course : Wit h rap id industrializat ion, to rt actio n came to u sed again st manu factu rers and industrial un it fo r p roducts injurious to human beings. Present ly the emphas is is o n extend ing th e principles no t only to acts, which are h armfu l, bu t also to failu re to co mply with stand ards that are continuously chang ing due to ad vancement in sc ience and techno lo gy. Product liab ilit y is no w assuming a new d imension in deve lo ped economics...
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...2012 Trends in Loyalty Marketing 2 2 0 1 2 T R E N D S I N L O YA LT Y M A R K E T I N G TABLE OF CONTENTS 1 GAME MECHANICS ................................................................... 3 2 SOCIAL MEDIA ........................................................................... 4 3 TIME-BASED POSTING ................................................................5 4 PRIVACY .......................................................................................6 5 REAL-TIME MARKETING .............................................................7 6 MOBILE ........................................................................................7 7 STAYING AHEAD OF THE CURVE ..............................................8 3 2 0 1 2 T R E N D S I N L O YA LT Y M A R K E T I N G Today’s standards for measuring the strength of customer engagement – frequency, recency, monetary value, and advocacy – are really no different than those in the hit American television show Mad Men, set more than fty years ago. While the measures of success remain the same, the marketing landscape has changed beyond recognition, with enormous challenges to establishing any customer relationship at all, much less advocacy. Marketers can’t simply tack on the internet to the TV, print, radio, and outdoor options available in the Mad Men era. The internet itself is fragmented into social media, search, games, the blogosphere, entertainment channels, and conventional ...
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...Business Research Report OS of Champions Assessment Code: RWT1 Student Name: Date: May 18, 2014 Table of Contents Executive Summary 3 Introduction 4 Research Findings 5 Apple IOS 5 Pro’s and Con’s 5 Ease of use 6 Versatility 6 Security 6 Analysis 6 Android OS 6 Pro’s and Con’s 6 Ease of use 7 Versatility 7 Security 7 Analysis 8 Microsoft Windows OS 8 Pro’s and Con’s 8 Ease of use 9 Versatility 9 Security 9 Analysis 9 Recommendations 11 Conclusion 12 References 13 Executive Summary As we prepare to arm our Sales Managers with a devise that will not only keep us competitive in the market, but give us a technological advantage over our competitors. Allowing them to: • Present sales pitch to the customer • Analyze sales performance • Track Sales in real time • Manage Sales Force • Manage Accounts • Conduct training • Keep our data secure • Order equipment direct to the market We must decide which OS best fits our needs. We have researched in depth the three leading operating systems on the market. Apple IOS, Android Jelly Bean, and Microsoft Windows 8.1. While each operating system had great advantages and disadvantages we found the following to be true: Microsoft Windows 8.1 is the clear winner. I recommend we provide each Sales Manager with a phone and tablet computer running the Windows 8.1 operating system by Microsoft. It will give them everything they...
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...Caesars Entertainment REPORT on issues related to Human Resource Management Summary: Caesars Entertainment Inc. is one of the world's leading gaming enterprise and has it's headquarter is in Las Vegas. Currently it owns 28 properties in five different countries. These properties offer casino gaming and resort facilities. This report is created to identify the major problems faced by the various properties of Caesars Entertainment. Most of these problems are interlinked and can be solved by implementing a few changes in the corporate structure and the overall policy of the organization. The se problems are analysed and different solutions are suggested. The 360 Degree Appraisal system is also discussed in the report and its pros and cons are explained. The report concludes with a brief discussion on how competitive advantage can be achieved in the long term if the suggested solutions are implemented in the organization. At the end a recommendation plan is outlined giving out a short-term and a long-term implementation plan for the organization. I tis usual for a summary to show some recommendations. Table of Contents: - 1.0 Introduction. 6 2.0 Problem Identification. 6 2.1 Lack of a unified vision in the organization 6 2.2 Decentralised Human Resource Function 6 2.3 High Employee Turnover 6 2.4 Hiring the 'right' employees 7 3.0 Contingency Plans. 7 3.1 Creating a Vision 7 3.2 Setting a Corporate Structure 7 3.3 Centralising the Human Resource...
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