...Association (NBA) Lockout HRMG 5930 Strayer University October 08, 2012 Abstract While there were many who might have been sick of the whole NBA lockout fiasco, and were thinking the NBA lockout may have been a bad thing for all parties involved…it was clear that the lockout not only effected the fans, it also had a lasting effect on many people behind the scenes as well. From the people like the office assistants who did a lot of the scheduling of games, marketing and halftime entertainment, to the concession stand companies and workers, bar owners (who hosted watch parties), the thousands of security guards and ushering staff members that worked and staffed the arenas, the problems trickled down and caused issues and unemployment problems for many people we may not have even though about. In retrospect, the lockout affected a lot more than the players and owners that we have seen on television, it lasted so long that its affect also caused havoc and mayhem in the lives of so many working class folks, that it even forced some to seek part-time or other employment to make ends meet in their households. This paper will address what the NBA lockout was about, what each sides issues were (Owners and Players), what they wanted and set out to achieve, the outcome and what it meant for the owners and players, and finally, CBA affected all parties involved. While the fans and countless others were probably sick and tired of the whole NBA lockout debacle, the 2011 NBA lockout...
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...BOSTON CELTICS ON THE LOCAL ECONOMY> Xujing Liu THE IMPACT OF THE BOSTON CELTICS ON LOCAL ECONOMY Background The Boston Celtics are a National Basketball Association (NBA) team based in Boston, Massachusetts. The team is founded in 1946, and is currently under the ownership of Boston Basketball Partners LLC. The arena of Boston Celtics is TD Banknorth Garden, where they play their home games. The Boston Celtics has a long and rich history. It was initially formed in 1946, and was at that time owned by Walter A. Brown as a team in the Basketball Association of America (BAA), and became part of the National Basketball Association (NBA) after the merger of the BAA and the National Basketball League in the fall of 1949. (1) In 1950, the Celtics became the first franchise to draft an African American player, signing Chuck Cooper. (2) It has been quite a struggle for the Celtics in their early years, until Red Auerbach (3) was hired to be the coach of the team, who had coached in the military during WW II. In 1964, Auerbach made the Celtics the first team to have an all African American starting lineup. The Boston Celtics of the mid-1950s-60’s are widely considered one of the most dominant teams of all time. According to the official statistics on Basketball Reference website, the Celtics have won 17 NBA Championships, more than any other franchise in the league.(4) When it comes to hanging Championship Banners, the Celtics are absolutely the first to hold the best reputation...
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...MGT 318 Professor N. Laino Leadership Jeff Albright April 30, 2014 In the waning seconds of Game 6 during the 1998 NBA Finals, Michael Jordan found himself with the ball after stealing it from Karl Malone. Down by one, and with just 5.2 seconds left on the clock, Jordan rose up for a jumper that would end up being the winning points of the game. This win would earn Michael Jordan his sixth NBA championship. With every successful championship win, there is a leader who helped lead the franchise. Just as experienced leadership translates to success on the playing field, experienced leadership is essential in the business world. Leadership is defined as “the use of power and influence to direct the activities of followers toward goal achievement. That direction can affect followers’ interpretation of events, the organization of their work activities, their commitment to key goals, their relationship with other followers, and their access to cooperation and support from other work units” (McGraw 418). Often times, people who are leaders are people of power; it’s how these leaders use their power to get followers to achieve goals. Someone who is powerful is often known for their ability to influence the behavior of others. In the workforce, most leaders are managers. There are three organizational forms of power that managers can use to influence employees: legitimate power, reward power, and coercive power. Legitimate power derives from a position of authority inside...
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...Activists call for closure of No. 2 nuke power plant TAIPEI--Environmental groups staged a protest yesterday to urge the government to shut down the No. 2 nuclear power plant in northern Taiwan, citing concerns about the safety of the plant. The protesters gathered outside the Legislature, calling for the government to review the operations of the 30-year-old plant in Wanli, New Taipei City. They pointed out that in a routine safety check on March 16, the state-run Taiwan Power Co. (Taipower) found that one of 120 bolts that anchor the plant's No. 1 reactor to its concrete base had broken and six others had cracked. Taipower recently applied to resume operations of the No. 1 reactor after replacing some parts and carrying out other safety checks. But the environmental groups said the cracks in the bolts indicated deterioration of the nuclear power plant's structure, operating systems, parts and components. Allowing continued operation of the aging plant would jeopardize public safety. At a recent public hearing on the matter, Tsuei Su-hsin, secretary-general of Green Citizen Action's Alliance, said the decision to resume operations was not transparent. Forecasts for slow growth in China, worries over Greece bailout take toll on markets HONG KONG--World stock markets sank Tuesday over worries about slower economic growth in China and a possible snag in the deal for Greece to get its bailout money. In early European trading, Germany's DAX was down 0.4 percent at 6,835...
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...Party Time! Marketing Plan Final Draft P.P.E (Party Planners Express) Joseph Waldrup 8-26-13 Table of Contents 1.0 Executive Summary……………..4 | 2.0 Situation Analysis Overview……….…4-6 2.1 Market Summary…………..6-7 2.2 SWOT Analysis………….7-9 2.3 Competition………………9-10 2.4 Product (Service) Offering………..10-11 2.5 Keys to Success………………….11-12 2.6 Critical Issues…………………12 | 3.0 Marketing Strategy Overview ……..12-133.1 Mission……………………14 3.2 Marketing Objectives……………14-16 3.3 Financial Objectives………………16-17 3.4 Target Markets……………………..17-18 3.5 Positioning…………………..18-19 3.6 Pricing Strategies………………..19-20 3.7 Marketing Attack Strategies…………..20-22 3.8 Marketing Research…………………22-24 | 4.0 Controls Overview………..24 4.1 Marketing Organization…………….26-27 4.3 Contingency Planning………………..27-28 | 5.0 Conclusion………………………….28 | References…………………………….29 | 1.0 EXECUTIVE SUMMARY Party Planners Express (PPE) is a party planning company specializing in satisfying customers. PPE will offer exceptional services to children from ages 2-16. The mission of the Party Planner is to provide customers with the highest level of party planning. We exist to attract and maintain customers. When we adhere to this maxim, everything else will fall into place. Our services will exceed the expectations of our customers. The corporate market for event planning is steady and profitable, but in the Houston area there just aren’t many that provide quality services. For some large...
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...Avoid News Towards a Healthy News Diet By Rolf Dobelli Prologue This article is the antidote to news. It is long, and you probably won’t be able to skim it. Thanks to heavy news consumption, many people have lost the reading habit and struggle to absorb more than four pages straight. This article will show you how to get out of this trap – if you are not already too deeply in it. of what we are designed to handle. This leads to great risk and to inappropriate, outright dangerous behavior. In the past few decades, the fortunate among us have recognized the hazards of living with an overabundance of food (obesity, diabetes) and have started to shift our diets. But most of us do not yet understand that news is to the mind what sugar is to the body. News is easy to digest. The media feeds us small bites of trivial matter, tidbits that don’t really concern our lives and don’t require thinking. That’s why we experience almost no saturation. Unlike reading books and long, deep magazine articles (which requires thinking), we can swallow limitless quantities of news flashes, like bright-colored candies for the mind. Today, we have reached the same point in relation to information overload that we faced 20 years ago in regard to food intake. We are beginning to recognize how toxic news can be and we are learning to take the first steps toward an information diet. This is my attempt to clarify the toxic dangers of news – and to recommend some ways to deal with it. I have now gone without...
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...him/her to reinvest in the corporation (bonds) Our overall research indicates that CEO compensation does not reflect actual performance in most cases. Many CEO’s are grossly over compensated (including stock options, bonuses, hedge funds, and other benefits). The “Golden Parachute” guarantee adds insult to injury. Based on our research, conducted from the UNLV Library periodicals database and online sources, we recommend the following: * Require corporations to adhere to sections 951, 953, 955 and 956 of the Dodd-Frank Bill * Maintain a collective (“Esprit de corps”) work force environment for all employees * Consult third party professional payroll agencies that evaluate and determine appropriate salaries The goal of our research is to reveal the best solutions to optimize corporate payroll risk management that will promote steady growth for corporations, their leaders and work force. Sincerely, Ray Mirkosky Report Director Encl.: Report The Rich...
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...PRINCIPLES OF COST ACCOUNTING This page intentionally left blank PRINCIPLES OF COST ACCOUNTING 15E E D W A R D J. V A N D E R B E C K Professor Emeritus Department of Accountancy Xavier University Principles of Cost Accounting, 15th Edition Edward J. VanDerbeck ª 2010, 2008 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. Vice President of Editorial, Business: Jack W. Calhoun Acquisitions Editor: Matt Filimonov Developmental Editor: Lauren Athmer Marketing Manager: Kristen Hurd Marketing Coordinator: Heather McAuliffe Content Project Manager: Corey Geissler Production Technology Analyst: Starratt Alexander Media Editor: Scott Fidler Sr. Manufacturing Coordinator: Doug Wilke Production Service: Cadmus Sr. Art Director: Stacy Shirley Internal Designer: Jennifer Lambert, Jen2Design, LLC Cover Designer: cmiller design Cover Image: ªGetty Images For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission...
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...PRINCIPLES OF COST ACCOUNTING This page intentionally left blank PRINCIPLES OF COST ACCOUNTING 15E E D W A R D J. V A N D E R B E C K Professor Emeritus Department of Accountancy Xavier University Principles of Cost Accounting, 15th Edition Edward J. VanDerbeck ª 2010, 2008 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. Vice President of Editorial, Business: Jack W. Calhoun Acquisitions Editor: Matt Filimonov Developmental Editor: Lauren Athmer Marketing Manager: Kristen Hurd Marketing Coordinator: Heather McAuliffe Content Project Manager: Corey Geissler Production Technology Analyst: Starratt Alexander Media Editor: Scott Fidler Sr. Manufacturing Coordinator: Doug Wilke Production Service: Cadmus Sr. Art Director: Stacy Shirley Internal Designer: Jennifer Lambert, Jen2Design, LLC Cover Designer: cmiller design Cover Image: ªGetty Images For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission...
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...Chapter 5 Activity-Based Costing and Customer Profitability Analysis Cases |5-1 |Blue Ridge Manufacturing (Activity-Based Costing for Marketing Channels) | |5-2 |Columbo Soft-Serve Frozen Yogurt: Using Activity Based Costing To Assess Channel/Customer Profitability | |5-3 |Wilson Electronics (A) | |5-4 |Wilson Electronics (B) | |5-5 |The Buckeye National Bank (ABC Costing in the Service Sector) | |5-6 |Precision Paint | |5-7 |Forest Hill Paper Company | | | | Readings 5-1: “Activity-Based Costing and Predatory Pricing: The Case of the Petroleum Retail Industry” by Thomas L Burton and John B MacArthur, Management Accounting Quarterly, (Spring 2003). The assignment of indirect costs in a volume-based costing system can lead to product-cost subsidization—overcost high-volume products and undercost low-volume...
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...Leadership Development Program 2001/2002 Student Portal Project May 22, 2002 Cecille Cabacungan, Goldman School of Public Policy Lesley Clark, Center for Organizational Effectiveness Rachelle Feldman, Financial Aid Office Paula Flamm, University Health Services Gail Ford, The Library Kati Markowitz, Neuroscience Institute Stacey Shulman, Department of Chemical Engineering Dan Sullivan, Haas School of Business Imagine a single Website personalized to meet all your cyberneeds – one that would keep you up-to-date on campus events and academic information and would be accessible from any computer. -- The Daily Californian, April 15, 2002 Table of Contents Executive Summary Main Report I. Charge and Methodology II. Findings III. Portal Development, Current Practices IV. Costs and Phased Implementation V. Conclusions and Recommendations; Criteria for Measuring Portal Success VI. Three Portal Interface Options for Look and Feel; Criteria for Evaluating Options VII. Portal Names Appendices Introduction, Charge, and Methodology Appendix I – Definitions Appendix II – Respondents Appendix III – Student Survey Instrument Appendix IV – Staff, Faculty, Administrator One-on-One Interview Questions Appendix V – Staff Focus Group Questions Appendix VI – Staff, Faculty, and Administrator Survey Instrument Appendix VII – Portal Developer Questionnaire UCB Student Response Appendix VIII – Undergraduate Affairs Focus Groups, Raw Data, 2001 Appendix...
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...SIXTH EDITION STRATEGIC MANAGEMENT IN ACTION Mary Coulter Missouri State University Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editor in Chief: Stephanie Wall Senior Acquisitions Editor: April Cole Editorial Project Manager: Claudia Fernandes Director of Marketing: Maggie Moylan Senior Marketing Manager: Nikki Ayana Jones Marketing Assistant: Gianna Sandri Senior Managing Editor: Judy Leale Production Project Manager: Kelly Warsak Senior Operations Supervisor: Arnold Vila Operations Specialist: Cathleen Petersen Creative Director: Blair Brown Senior Art Director: Kenny Beck Text Designer: LCI Design Cover Designer: LCI Design Cover Art: Svetoslav Iliev/Shutterstock.com Permission Specialist: Brooks Hill-Whilton Media Project Manager, Production: Lisa Rinaldi Senior Media Project Manager, Editorial: Denise Vaughn Full-Service Project Management and Composition: Integra Printer/Binder: RRD/Willard Cover Printer: Lehigh-Phoenix Color Text Font: 10/12, Times LT Std Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Copyright © 2013, 2010, 2008 Pearson Education, Inc., publishing as Prentice Hall, One Lake Street, Upper Saddle River, New Jersey 07458. All rights...
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...Contents Preface Prologue: We have it Made Part I: The Mission Chapter 1: A Consumer Goes Global Chapter 2: Tattoo’s Tropical Paradise Chapter 3: Fake Blood, Sweat, and Tears Part II: My Underwear: Made in Bangladesh Chapter 4: Jingle these Chapter 5: Undercover in the Underwear Biz Chapter 6: Bangladesh Amusement Park Chapter 7: Inside My First Sweatshop Chapter 8: Child Labor in Action Chapter 9: Arifa, the Garment Worker Chapter 10: Hope Chapter 11: No Black and White, Only Green Update for Revised Edition: Hungry for Choices Part III: My Pants: Made in Cambodia Chapter 12: Labor Day Chapter 13: Year Zero Chapter 14: Those Who Wear Levi’s Chapter 15: Those Who Make Levi’s Chapter 16: Blue Jean Machine Chapter 17: Progress Chapter 18: Treasure and Trash Update for Revised Edition: The Faces of Crisis Part IV: My Flip-Flops: Made in China Chapter 19: PO’ed VP Chapter 20: Life at the Bottom Chapter 21: Growing Pains Chapter 22: The Real China Chapter 23: On a Budget Chapter 24: An All-American Chinese Walmart Chapter 25: The Chinese Fantasy Update for Revised Edition: Migration Part V: Made in America Chapter 26: For Richer, for Poorer Update for Revised Edition: Restarting, Again Chapter 27: Return to Fantasy Island Chapter 28: Amilcar’s Journey Chapter 29: An American Dream Chapter 30: Touron Goes Glocal Appendix A: Discussion Questions Appendix B: Note to Freshman Me Appendix C: Where Are You Teaching? Acknowledgments Copyright © 2012 by Kelsey Timmerman...
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...Think Strategically This page intentionally left blank T H I N K STRATEGICALLY Xavier Gimbert Associate Professor, Business Policy Department, ESADE Business School © Xavier Gimbert 2011 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No portion of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, Saffron House, 6-10 Kirby Street, London EC1N 8TS. Any person who does any unauthorized act in relation to this publication may be liable to criminal prosecution and civil claims for damages. The author has asserted his right to be identified as the author of this work in accordance with the Copyright, Designs and Patents Act 1988. First published 2011 by PALGRAVE MACMILLAN Palgrave Macmillan in the UK is an imprint of Macmillan Publishers Limited, registered in England, company number 785998, of Houndmills, Basingstoke, Hampshire RG21 6XS. Palgrave Macmillan in the US is a division of St Martin’s Press LLC, 175 Fifth Avenue, New York, NY 10010. Palgrave Macmillan is the global academic imprint of the above companies and has companies and representatives throughout the world. Palgrave® and Macmillan® are registered trademarks in the United States, the United Kingdom, Europe and...
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...Marketing Management, Millenium Edition Philip Kotler Custom Edition for University of Phoenix Excerpts taken from: A Framework for Marketing Management, by Philip Kotler Copyright © 2001by Prentice-Hall, Inc. A Pearson Education Company Upper Saddle River, New Jersey 07458 Marketing Management Millenium Edition, Tenth Edition, by Philip Kotler Copyright © 2000 by Prentice-Hall, Inc. All rights reserved. No part of this book may be reproduced, in any form or by any means, without permission in writing from the publisher. Compilation Copyright © 2002 by Pearson Custom Publishing. This copyright covers material written expressly for this volume by the editor/s as well as the compilation itself. It does not cover the individual selections herein that first appeared elsewhere. Permission to reprint these has been obtained by Pearson Custom Publishing for this edition only. Further reproduction by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system, must be arranged with the individual copyright holders noted. This special edition published in cooperation with Pearson Custom Publishing Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 Please visit our web site at www.pearsoncustom.com ISBN 0–536–63099-2 BA 993095 PEARSON CUSTOM PUBLISHING 75 Arlington Street, Suite 300, Boston, MA 02116 A Pearson Education Company SECTION ONE Understanding Marketing Management Marketing in...
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