...– Cultural Patterns of the Maasai Skow & Samovar Guidelines: Read the article comprehensively and write a 2-4 page review that should include a summary and a critique (each of which should cover at least ¾ of a page). Use Times New Roman Font size 12 and 1.5 spacing. Submit the article review after two weeks. Hard copies should be handed in on the due date during class but no later than that. 2 Research Paper: (20%) Pick one topic/ question from the following and work with a partner to write a paper 2500-3000 words long (this does not include the cover page, TOC or List of Abbreviations page). Use the writing guidelines available in the library. No less than 8 academic sources are acceptable and at least two thirds should be from books, academic journals, respected magazines/ newspapers and academically reputable websites (NOTE: Wikipedia is not an academic source of information). A. Intercultural Communication in Business and Education B. Intercultural Communication in Marriage and Family C. Ethics and Intercultural Communication D. Intercultural Communication and IT Explore the topic you chose using examples from at least three different cultures in different continents...
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...Ch r i s t i n e Ro e ll Intercultural Training with Films ilms are a great medium to use not only to practice English, but also to facilitate intercultural learning. Today English is a global language spoken by people from many countries and cultural backgrounds. Since culture greatly impacts communication, it is helpful for teachers to introduce lessons and activities that reveal how different dialects, forms of address, customs, taboos, and other cultural elements influence interaction among different groups. Numerous films contain excellent examples of intercultural communication and are highly useful resources for teachers. Additional reasons for teachers to incorporate films in class and encourage their students to watch movies in English include: • Films combine pleasure and learning by telling a story in a way that captures and holds the viewer’s interest. • Films simultaneously address different senses and cognitive channels. For example, spoken language is supported by visual elements that make it easier for students to understand the dialogues and the plot. • Students are exposed to the way people actually speak. 2 2010 N u m b e r F • Films involve the viewers, appeal to their feelings, and help them empathize with the protagonists. • DVDs usually come with subtitles in English, which facilitates understanding and improves reading skills. After discussing the importance of teaching intercultural communication and suggesting films that match specific cultural...
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... I. Thesis Statement…………………………………………….………….....Page 4 II. Introduction and Summary………………………………….………….....Page 4 III. Literature Review………………………………………………………....Page 6 IV. Methods………………………………………………………….......….. Page 16 V. Socio-Historical Analysis………………………………………………. .Page 18 A. 20th Century 1. Lynching 2. Ku Klux Klan 3. Rodney King and the Los Angeles Riots 4. Matthew Shepard B. 21st Century 1. Post 9/11 2. Jena Six VI. Cause and Effect Analysis…………………………………………… ....Page 24 A. Causes 1. Prejudice a. Stereotypes b. Scapegoats c. Presence of Hate in American Culture d. Need for Status and Power 2. Reasons for Crime a. Sending a Message b. Thrill Seeking c. Defensive B. Effects 1. Psychological Trauma 2. Undo Social Progress 3. Community Unrest 4. Threat of Retaliation VII. Descriptive Analysis……………………………………………….........Page 30 A. Description of Victims 1. Bias against a Particular Race 2. Bias against a Particular Religion 3. Bias against a Particular Sexual Orientation 4. Bias against a Particular Ethnicity/National Origin 5. Bias against a Disability B. Description of Offenses and Offenders This must be your new section? VIII. Comparative Analysis…………………………………………………. Page 36 A. United States Justice Department Definition of Hate Crime B. International Justice Systems Definition of Hate Crime IX. Expectations for the Future……………………………………………. .Page 38 X. Recommendations of Social Policy……………………………………...
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...ning, or otherwise, except as pennitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written pennission of the Publisher, Clearance Center, 222 Rosewood Drive, Danvern, MA 01923, (978) 750-8400, fax (978) sion should be addressed to the Pennissions Department,john Wiley & Sons,Inc., III or authorization through payment of the appropriate per-copy fee to the Copyright 646-8600, or on the web at www.copyright.com. Requests to the Publisher for pennis River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.comlgo/pennissions. Limit ofLiabilirylDisclaimer ofWarranry:While the publisher and the author have used their best efforts in preparing this book., they make no representations or warranties with respect to the accuracy or completeness of the contents of this hook and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your siruarion. You should consult with a professional where appropriate. Neither the publisher nor the author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental,...
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...CUSTOMER SERVICE ORIENTATION Definition: Customer Service Orientation is an ability to see things from both the customer’s and the organization’s viewpoint and a willingness to consider both, even when they conflict, in coming to decisions. It is the desire to help or serve others, to meet their needs. It means focusing one’s efforts on discovering and meeting the consumer or client’s needs. “Customer” includes internal and external colleagues, clients, consumers, or anyone that the person is trying to help. This Means... This Doesn’t Mean... • being patient and polite with others • providing efficient but impersonal service • taking responsibility to resolve a client’s problem even if it goes beyond the normal demands of the job • washing your hands of a client’s problem by passing it on to someone else • discussing with the client his or her needs and satisfaction with service delivered • assuming the client will let you know if there is a problem • taking ownership for correcting client concerns • giving someone else the responsibility for a difficult client problem • questioning the clients to better understand their needs and their concerns • saying as little as possible so that you can get this call over • using your knowledge to think through what would be best for the client organization, and acting accordingly • doing what is faster and easiest for you • understanding the viewpoint and objectives of different customers and why these can, at times, conflict...
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...An artistic movement whose influence on film has been as profound and enduring as that of surrealism or cubism on painting, the French New Wave (or Le Nouvelle Vague) made its first splashes as a movement shot through with youthful exuberance and a brisk reinvigoration of the filmmaking process. Most agree that the French New Wave was at its peak between 1958 and 1964, but it continued to ripple on afterwards, with many of the tendencies and styles introduced by the movement still in practice today… French New Wave The New Wave (French: La Nouvelle Vague) was a blanket term coined by critics for a group of French filmmakers of the late 1950s and 1960s, influenced by Italian Neorealism and classical Hollywood cinema. Although never a formally organized movement, the New Wave filmmakers were linked by their self-conscious rejection of classical cinematic form and their spirit of youthful iconoclasm. "New Wave" is an example of European art cinema. Many also engaged in their work with the social and political upheavals of the era, making their radical experiments with editing, visual style and narrative part of a general break with the conservative paradigm. Using portable equipment and requiring little or no set up time, the New Wave way of filmmaking presented a documentary type style. The films exhibited direct sounds on film stock that required less light. Filming techniques included fragmented, discontinuous editing, and long takes. The combination of objective realism...
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...Acquire or Not to Acquire? In November 2005, Robert Iger, the newly appointed CEO of the Walt Disney Company, eagerly awaited the box office results of Chicken Little, the company’s second computer-generated (CG) feature film. He knew that, for Disney as a whole to be successful, he had to get the animation business right, particularly the new CG technology that was rapidly supplanting hand-drawn animation.1 Yet the company had been reliant on a contract with animation studio Pixar, which had produced hits such as Toy Story and Finding Nemo, for most of its recent animated film revenue. And the co-production agreement, brokered during the tenure of his predecessor, Michael Eisner, was set to expire in 2006 after the release of Cars, the fifth movie in the five-picture deal. Unfortunately, contract renewal negotiations between Steve Jobs, CEO of Pixar, and Eisner had broken down in 2004 amid reports of personal conflict. When he assumed his new role, Iger reopened the lines of communication between the companies. In fact, he had just struck a deal with Jobs to sell Disneyowned, ABC-produced television shows—such as “Desperate Housewives”—through Apple’s iTunes Music Store.2 Iger knew that a deal with Pixar was possible; it was just a question of what that deal would look like. Did it make the most sense for Disney to simply buy Pixar? Walt Disney Feature Animation Walt Disney Feature Animation began with the production of Snow White and the Seven Dwarfs in 1934. Toys and memorabilia...
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...saw digital printing as a technology in search of a market. Others had indicated that if they did decide to embrace digital printing, they might do so on their own. These concerns were very much on the minds of Schetter and Mary Lee Schneider, the division's director of marketing, as they sat down for a meeting on June 7, 1995. In two weeks Schneider was scheduled to make a presentation to one of Donnelley's business groups, Book Publishing Services, which was deciding whether to move into digital technology on its own or to bring its digital work to the division. Schetter and Schneider were hoping to craft a plan that would convince the Books Group to come to them. But they were still struggling to find convincing arguments and the right set of incentives. Company and Industry Background R. R. Donnelley & Sons was founded in 1864. By 1995, it had become the world’s largest commercial printer, with 41,000 employees in 22 countries. A privately held, family-run, Chicagobased company for almost a century, Donnelley went public in 1956; the first outsider was named chairman 20 years later. Donnelley had begun printing telephone directories and the Montgomery Ward catalog in the late 1800s and still generated 60% of its revenues...
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...INDEX S.NO. TOPIC INDIAN CONTRACT ACT Nature and Kind of Contracts Offer and Acceptance of an Offer Capacity of Parties and Consideration Void Agreement and Contingent Contract Performance of Contract Discharge of a Contract Remedies for Breach of Contract and Quasi-contract Agency PAGE 2-10 11-22 23-34 35-49 50-62 63-72 73-81 82-99 SALES OF GOODS ACT Sales of Goods Act CONSUMER PROTECTION ACT Consumer Protection Act NEGOTIABLE INSTRUMENT ACT Negotiable Instrument Act THE PARTNERSHIP LAW The Partnership Law THE COMPANIES ACT 1956 & COMPANIES LAW 2013 Companies Act 1956: Types of Company and Its Characters 101-127 129-140 142-167 169-191 193-211 Companies Act 1956: Memorandum, Article of Association and 212-239 Prospectus Companies Act 1956: Share Capital Companies Act 1956: Meeting Companies Act 1956: Management of the Company Companies Act 2013 240-275 276-302 303-340 341-364 THE CYBER LAW 2000 & AMENDMENTS IN 2008 CASES 0 MODULE-1 INDIAN CONTRACT ACT 1872 Chapters 1. Nature and Kind of Contracts 2. Offer and Acceptance of an Offer 3. Capacity of Parties and Consideration 4. Void Agreement and Contingent Contract 5. Performance of Contract 6. Discharge of a Contract 7. Remedies for Breach of Contract and Quasi-contract 8. Agency 1 The Indian Contract Act 1872: Nature and Kind of Contracts Learning Objectives In this chapter, students will come to know What is an agreement and a contract? What are the essential...
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...Long Range Planning 43 (2010) 172e194 http://www.elsevier.com/locate/lrp Business Models, Business Strategy and Innovation David J. Teece Whenever a business enterprise is established, it either explicitly or implicitly employs a particular business model that describes the design or architecture of the value creation, delivery, and capture mechanisms it employs. The essence of a business model is in defining the manner by which the enterprise delivers value to customers, entices customers to pay for value, and converts those payments to profit. It thus reflects management’s hypothesis about what customers want, how they want it, and how the enterprise can organize to best meet those needs, get paid for doing so, and make a profit. The purpose of this article is to understand the significance of business models and explore their connections with business strategy, innovation management, and economic theory. Ó 2009 Published by Elsevier Ltd. Introduction Developments in the global economy have changed the traditional balance between customer and supplier. New communications and computing technology, and the establishment of reasonably open global trading regimes, mean that customers have more choices, variegated customer needs can find expression, and supply alternatives are more transparent. Businesses therefore need to be more customer-centric, especially since technology has evolved to allow the lower cost provision of information and customer solutions. These...
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...Long Range Planning 43 (2010) 172e194 http://www.elsevier.com/locate/lrp Business Models, Business Strategy and Innovation David J. Teece Whenever a business enterprise is established, it either explicitly or implicitly employs a particular business model that describes the design or architecture of the value creation, delivery, and capture mechanisms it employs. The essence of a business model is in defining the manner by which the enterprise delivers value to customers, entices customers to pay for value, and converts those payments to profit. It thus reflects management’s hypothesis about what customers want, how they want it, and how the enterprise can organize to best meet those needs, get paid for doing so, and make a profit. The purpose of this article is to understand the significance of business models and explore their connections with business strategy, innovation management, and economic theory. Ó 2009 Published by Elsevier Ltd. Introduction Developments in the global economy have changed the traditional balance between customer and supplier. New communications and computing technology, and the establishment of reasonably open global trading regimes, mean that customers have more choices, variegated customer needs can find expression, and supply alternatives are more transparent. Businesses therefore need to be more customer-centric, especially since technology has evolved to allow the lower cost provision of information and customer solutions. These...
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...Long Range Planning 43 (2010) 172e194 http://www.elsevier.com/locate/lrp Business Models, Business Strategy and Innovation David J. Teece Whenever a business enterprise is established, it either explicitly or implicitly employs a particular business model that describes the design or architecture of the value creation, delivery, and capture mechanisms it employs. The essence of a business model is in defining the manner by which the enterprise delivers value to customers, entices customers to pay for value, and converts those payments to profit. It thus reflects management’s hypothesis about what customers want, how they want it, and how the enterprise can organize to best meet those needs, get paid for doing so, and make a profit. The purpose of this article is to understand the significance of business models and explore their connections with business strategy, innovation management, and economic theory. Ó 2009 Published by Elsevier Ltd. Introduction Developments in the global economy have changed the traditional balance between customer and supplier. New communications and computing technology, and the establishment of reasonably open global trading regimes, mean that customers have more choices, variegated customer needs can find expression, and supply alternatives are more transparent. Businesses therefore need to be more customer-centric, especially since technology has evolved to allow the lower cost provision of information and customer solutions. These developments...
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...reserved 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 ( 44) (0) 1865 843830; fax ( 44) (0) 1865 853333; email: permissions@elsevier.com. Alternatively visit the Science and Technology Books website at www.elsevierdirect.com/rights for further information Notice No responsibility is assumed by the publisher for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions or ideas contained in the material herein. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for this book is available from the Library of Congress ISBN: 978-0-08-055450-1 (Volume 3) ISBN: 978-0-08-087929-1 (Volumes 1, 2 and 3) For information on all Elsevier publications visit our website at www.elsevierdirect.com Printed and bound in Hungary 09 10 11 12 13 10 9 8 7 6 5 4 3 2 1 Contributors to Volume 3 Robert H. Chenhall Mark A. Covaleski Antonio Davila Mark W. Dirsmith David A....
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...This book has been optimized for viewing at a monitor setting of 1024 x 768 pixels. MADE TO STICK random house a new york MADE TO STICK Why Some Ideas Survive and Others Die • • • C H I P H E AT H & D A N H E AT H Copyright © 2007 by Chip Heath and Dan Heath All rights reserved. Published in the United States by Random House, an imprint of The Random House Publishing Group, a division of Random House, Inc., New York. Random House and colophon are registered trademarks of Random House, Inc. Library of Congress Cataloging-in-Publication Data Heath, Chip. Made to stick : why some ideas survive and others die / Chip Heath & Dan Heath p. cm. Includes index. eISBN: 978-1-58836-596-5 1. Social psychology. 2. Contagion (Social psychology). 3. Context effects (Psychology). I. Heath, Dan. II. Title. HM1033.H43 2007 302'.13—dc22 2006046467 www.atrandom.com Designed by Stephanie Huntwork v1.0 To Dad, for driving an old tan Chevette while putting us through college. To Mom, for making us breakfast every day for eighteen years. Each. C O N T E N T S INTRODUCTION WHAT STICKS? 3 Kidney heist. Movie popcorn. Sticky = understandable, memorable, and effective in changing thought or behavior. Halloween candy. Six principles: SUCCESs. The villain: Curse of Knowledge. It’s hard to be a tapper. Creativity starts with templates. CHAPTER 1 SIMPLE 25 Commander’s Intent. THE low-fare airline. Burying the lead and the inverted pyramid. It’s the...
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