...1) Describe the situation at Lehman Brothers from an ethic perspective. What’s your opinion of what happened here? Lehman Brothers had a culture problem, as they incentivized there employees to take excessive risks. Their culture fostered significant risk taking. They use to reward employees with lots of money for taking risks. Individuals who made questionable deals were treated as heroes; on the other hand anyone who questioned decisions was often ignored or overruled. They use to ignore risk just hoping for outlandish profits, meaning it felt more like a casino then an investment bank. They ignored basic regulatory rules which created financial danger. Basic rules are the way companies grow and expand. Their desire to make money at all cost was more important than following basic ethical values. 2) What was the culture at Lehman Brothers like? How did this culture contribute the company’s downfall? The culture at Lehman Brothers was to take risks at all costs. When Transactions were presented to them they ignored the warning signals costing them. This eventually led to shady deals which eventually lead to the company’s downfall. Repo 105 is a good example of how Lehman misused this device to get some $50 billion of undesirable assets of its balance sheet at the end of the first and second quarter of 2008, instead of selling those assets at a loss. They continued to take lots of risks which caused them to lose a lot of money, there by bringing down there previously...
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...Week 6 Learning Team Reflection MGT521 Week 6 Learning Team Reflection Question #2 There are various degrees of unethical behavior ranging from stealing office supplies to embezzling money within your organization. Unethical behavior becomes common practice if this is the organizational culture finds this as an acceptable practice. As in the case of Lehman Brothers, the top level executives demonstrated this type of unethical behavior and encouraged the employees to behave in the same way. Employees quickly realized there are no internal controls in place to prevent them from practicing unethical behavior and ultimately spilled over into their business dealings. Why? The reason is less risk of getting caught for this type of behavior. The company culture at Lehman Brothers was a reward-driven organization, which promoted employees to perform to the highest level and in exchange would be rewarded. One of the risks involved in this approach is that employees will do whatever it takes to continue to perform at that rate for the benefits of reaping the reward. The core values of these employees will eventually reveal themselves and the individual will arrive at a crossroad by either doing what is right or wrong. Moreover, top level management at Lehman Brothers misrepresented information to the stakeholders, such as lying about how much top level management was getting paid, and manipulating the data on reports to hide any wrongdoing of misappropriating funds. In the case...
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...In the fall of 2008, Dick Fuld may have been the most hated man in America. As the disgraced former CEO of Lehman Brothers, he had just presided over the largest bankruptcy in American history. Fuld quickly became the poster child for the reckless risk taking that fueled the Wall Street meltdown and Great Recession. Richard Fuld Jr. is best known as the last CEO of Lehman Brothers. He was born on April 26th, 1946 in New York City, New York to Richard Severin Fuld Sr. and Elizabeth Schwab. He graduated from the University of Colorado and then got his MBA New York University Stern School of Business. Richard Fuld began his career with Lehman Brothers in 1969 as a commercial paper trader but rose rapidly through the company. He earned his reputation running the firm’s fixed income business. In the early 1980’s Richard Fuld Jr. became the supervisor for both fixed income and the equities division overseeing all trading at Lehman Brothers. In 1994 Fuld became the Chief Operating Officer of Lehman Brothers and held that position till 2008 when the company collapsed. 1844 in Henry Lehman, an immigrant from Germany, opens a small dry goods store in Montgomery, Alabama, in 1844.In 1850 Henry is joined by brothers Emanuel and Mayer and they name the business Lehman Brothers. In September of 2008, Lehman Brothers, the Wall Street icon, collapsed amid the biggest financial crisis in more than 70 years. The Gorilla of Wall Street, as Fuld was known, steered Lehman deep into the business...
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...INTRODUCTION Goldman Sachs Group, Morgan Stanley, Merrill Lynch (now as Subsidiary of Bank of America), Lehman Brothers and Bear Steams (sold to JPMorgan Chase) were the world top five investment banks in United States. They were the key players in the financial markets and make significant contribution to the economics. But when they failed, the consequences would also be extremely fatal. The 158 years old Lehman Brothers Holdings Inc. filed for Chapter 11 bankruptcy on Sunday 1:45am, September 15, 2008 (“Wikipedia: Lehman Brothers”, July 15, 2013). With a total assets of $639 billion and $619 billion in debts, Lehman Brothers’ bankruptcy filing became the largest in history, It’s assets far surpassed those of previous bankrupt giants such as WorldCom and Enron (“IInvestopedia: Case Study", April 02, 2009). The collapse of the Lehman Brothers is contagious and even triggered the Global Financial Crisis. LEHMAN BROTHERS HISTORY Three brothers – Henry Lehman, Emanuel Lehman and Mayer Lehman in 1850, founded Lehman Brothers. Started as a normal dry-goods store, the brothers grew the business by buying and selling cotton to planters living in and around Montgomery, Alabama ("History of Lehman Brothers", n.d). Eventually the brothers built a cotton storage warehouse together with a cotton merchant John Wesley Durr in a brief partnership form. Thereafter in 1858, an office in New York was opened to fulfill the needs of the growing sales and trades. After Civic War...
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...Business Quiz DHL Baseline/Tagline/AdLineof Company/Brands WE make importing Smooth Doordarshan Satyam Sivam Sundaram Electrolux India Makes life a little easier Energizer Keep going ESSAR Steel 24 carat steel Fed-Ex The World On Time Ford Mondeo Redefined Aggression Ford Motors Built for the road ahead Godrej locks PEACE OF MIND.GUARANTEED Graviera Suitings THE MAN OF SUBSTANCE Gucci Quality is remembered long after the price is forgotten Haier Inspired living Harley-Davidson If you don't have to answer to anyone, what would you do Harrod's retailer, ENTER A DIFFERENT London WORLD Hero Honda CBZ Motorcycling Unplugged Hero Honda Born in a studio, not in a Passion factory Hindustan Times Let there be light Hitachi Inspire the Next Honda The power of dreams Honda DIO FROM INDIA TO THE WORLD.AND TO YOU HSBC World's local bank Hughes Software Think skywards HYUNDAI Play a bigger game ELANTRA Hyundai's new ad Drive your way Jobsahead.com FILL IN YOUR AMBITION Johnnie Walker Keep Walking whiskey Kingfisher airlines Fly the good times Kodak You press the button and we do the rest Lacoste Because what you are LG EXPAND YOUR LIFE LG AC BREATHE HEALTHY Lufthansa There is no better way to 1 Created By: S.Sriram MBA-HR, TAMILNADU srirams@gmx.com Company Accenture Air Deccan Air India Air Sahara Airtel AKAI Allen Solly Allianz Insurance Apple Computers Bajaj Auto Bajaj Pulsar Bajaj spirit Blue Star BluestarAC Bournvita Brooke Bond BSNL BUSINESS STANDARD BUSINESSWORL Magazine of the...
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...10000 quiz questions and answers www.cartiaz.ro 10000 general knowledge questions and answers 10000 general knowledge questions and answers www.cartiaz.ro No Questions Quiz 1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 Carl and the Passions changed band name to what How many rings on the Olympic flag What colour is vermilion a shade of King Zog ruled which country What colour is Spock's blood Where in your body is your patella Where can you find London bridge today What spirit is mixed with ginger beer in a Moscow mule Who was the first man in space What would you do with a Yashmak Who betrayed Jesus to the Romans Which animal lays eggs On television what was Flipper Who's band was The Quarrymen Which was the most successful Grand National horse Who starred as the Six Million Dollar Man In the song Waltzing Matilda - What is a Jumbuck Who was Dan Dare's greatest enemy in the Eagle What is Dick Grayson better known as What was given on the fourth day of Christmas What was Skippy ( on TV ) What does a funambulist do What is the name of Dennis the Menace's dog What are bactrians and dromedaries Who played The Fugitive Who was the King of Swing Who was the first man to fly across the channel Who starred as Rocky Balboa In which war was the charge of the Light Brigade Who invented the television Who would use a mashie niblick In the song who killed Cock Robin What do deciduous...
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...THE GREAT RECESSION Since publication of Robert L. Hetzel’s he Monetary Policy of the Federal Reserve (Cambridge University Press, 2008), the intellectual consensus that had characterized macroeconomics has disappeared. hat consensus emphasized eicient markets, rational expectations, and the eicacy of the price system in assuring macroeconomic stability. he 2008–2009 recession not only destroyed the professional consensus about the kinds of models required to understand cyclical luctuations but also revived the credit-cycle or asset-bubble explanations of recession that dominated thinking in the nineteenth century and irst half of the twentieth century. hese “market-disorder” views emphasize excessive risk taking in inancial markets and the need for government regulation. he present book argues for the alternative “monetary-disorder” view of recessions. A review of cyclical instability over the last two centuries places the 2008–2009 recession in the monetary-disorder tradition, which focuses on the monetary instability created by central banks rather than on a boom-bust cycle in inancial markets. Robert L. Hetzel is Senior Economist and Research Advisor in the Research Department of the Federal Reserve Bank of Richmond, where he participates in debates over monetary policy and prepares the bank’s president for meetings of the Federal Open Market Committee. Dr. Hetzel’s research on monetary policy and the history of central banking has appeared in publications...
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...An Introduction to Organisational Behaviour for Managers and Engineers This page intentionally left blank An Introduction to Organisational Behaviour for Managers and Engineers A Group and Multicultural Approach First Edition Duncan Kitchin AMSTERDAM BOSTON HEIDELBERG LONDON NEW YORK OXFORD PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK First edition 2010 Copyright Ó 2010 Duncan Kitchin. Published by Elsevier Ltd. All rights reserved. The right of Duncan Kitchin to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988. 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, without the prior written permission of the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (þ44) 1865 843830, fax: (þ44) 1865 853333, E-mail: permissions@elsevier. com. You may also complete your request online via the Elsevier homepage (http://elsevier.com), by selecting ‘‘Support & Contact’’ then ‘‘Copyright and Permission’’ and then ‘‘Obtaining Permissions.’’ British Library Cataloguing in Publication...
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...CONTE NTS Introduction 1 WHY YOU SHOULD VISIT CEMETERIES: Survivorship Bias 2 DOES HARVARD MAKE YOU SMARTER?: Swimmer’s Body Illusion 3 WHY YOU SEE SHAPES IN THE CLOUDS: Clustering Illusion 4 IF 50 MILLION PEOPLE SAY SOMETHING FOOLISH, IT IS STILL FOOLISH: Social Proof 5 WHY YOU SHOULD FORGET THE PAST: Sunk Cost Fallacy 6 DON’T ACCEPT FREE DRINKS: Reciprocity 7 BEWARE THE ‘SPECIAL CASE’: Confirmation Bias (Part 1) 8 MURDER YOUR DARLINGS: Confirmation Bias (Part 2) 9 DON’T BOW TO AUTHORITY: Authority Bias 10 LEAVE YOUR SUPERMODEL FRIENDS AT HOME: Contrast Effect 11 WHY WE PREFER A WRONG MAP TO NO MAP AT ALL: Availability Bias 12 WHY ‘NO PAIN, NO GAIN’ SHOULD SET ALARM BELLS RINGING: The It’llGet-Worse-Before-It-Gets-Better Fallacy 13 EVEN TRUE STORIES ARE FAIRYTALES: Story Bias 14 WHY YOU SHOULD KEEP A DIARY: Hindsight Bias 15 WHY YOU SYSTEMATICALLY OVERESTIMATE YOUR KNOWLEDGE AND ABILITIES: Overconfidence Effect 16 DON’T TAKE NEWS ANCHORS SERIOUSLY: Chauffeur Knowledge 17 YOU CONTROL LESS THAN YOU THINK: Illusion of Control 18 NEVER PAY YOUR LAWYER BY THE HOUR: Incentive Super-Response Tendency 19 THE DUBIOUS EFFICACY OF DOCTORS, CONSULTANTS AND PSYCHOTHERAPISTS: Regression to Mean 20 NEVER JUDGE A DECISION BY ITS OUTCOME: Outcome Bias 21 LESS IS MORE: The Paradox of Choice 22 YOU LIKE ME, YOU REALLY REALLY LIKE ME: Liking Bias 23 DON’T CLING TO THINGS: Endowment Effect 24 THE INEVITABILITY OF UNLIKELY Events: Coincidence 25 THE CALAMITY OF CONFORMITY: Groupthink 26 WHY...
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...Begin Reading Table of Contents Photos Newsletters Copyright Page In accordance with the U.S. Copyright Act of 1976, the scanning, uploading, and electronic sharing of any part of this book without the permission of the publisher is unlawful piracy and theft of the author’s intellectual property. If you would like to use material from the book (other than for review purposes), prior written permission must be obtained by contacting the publisher at permissions@hbgusa.com. Thank you for your support of the author’s rights. For Isabella and Calista Stone When you are eighty years old, and in a quiet moment of reflection narrating for only yourself the most personal version of your life story, the telling that will be most compact and meaningful will be the series of choices you have made. In the end, we are our choices. —Jeff Bezos, commencement speech at Princeton University, May 30, 2010 Prologue In the early 1970s, an industrious advertising executive named Julie Ray became fascinated with an unconventional public-school program for gifted children in Houston, Texas. Her son was among the first students enrolled in what would later be called the Vanguard program, which stoked creativity and independence in its students and nurtured expansive, outside-the-box thinking. Ray grew so enamored with the curriculum and the community of enthusiastic teachers and parents that she set out to research similar schools around the state with an eye toward writing a book about...
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...ELEVENTH EDITION Management LEADING & COLLABORATING IN A COMPETITIVE WORLD Thomas S. Bateman McIntire School of Commerce University of Virginia Scott A. Snell Darden Graduate School of Business University of Virginia MANAGEMENT: LEADING & COLLABORATING IN A COMPETITIVE WORLD, ELEVENTH EDITION Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2015 by McGraw-Hill Education. All rights reserved. Printed in the United States of America. Previous editions © 2013, 2011, and 2009. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of McGraw-Hill Education, including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOW/DOW 1 0 9 8 7 6 5 4 ISBN 978-0-07-786254-1 MHID 0-07-786254-6 Senior Vice President, Products & Markets: Kurt L. Strand Vice President, Content Production & Technology Services: Kimberly Meriwether David Managing Director: Paul Ducham Executive Brand Manager: Michael Ablassmeir Executive Director of Development: Ann Torbert Senior Development Editor: Laura Griffin Digital Product Analyst: Kerry Shanahan Marketing Manager: Elizabeth Trepkowski ...
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