...MIT SCHOOL OF BUSINESS PGDM – Case 6 Semester - I Subject Name: Human Dynamics HOW GOOGLE CHOOSES EMPLOYEES Finding the best engineers, programmers, and sales representatives is a challenge for any company, but it's especially rough for a company growing as fast as Google. In recent years, the company has doubled its ranks every year and has no plans to slow its hiring. More than 100,000 job applications pour into Google every month, and staffers have to sort through them to fill as many as 200 positions a week. Early on, the company narrowed the pool of applicants by setting a very high bar on traditional measures such as academic success. For example, an engineer had to have made it through school with a 3.7 grade-point average. Such criteria helped the company find a manageable number to applicants to interview, but no one had really considered whether they were the most valid way to predict success at the company. More recently, the company has tried to apply its quantitative excellence to the problem of making better selection decisions. First, it set out to measure which selection criteria were important. It did this by conducting a survey of employees who had been with Google for at least five months. These questions addressed a wide variety of characteristics, such as areas of technical expertise, workplace behavior, personality, and even some nonworking habits that might uncover something important about...
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...Introduction Business ethics are not as complicated or abstract as one might think. A simple way to evaluate whether or not a practice is ethical is to determine the ultimate effect of that practice. For example, if the manager of a store paid his cleaning employee less than the going rate to clean his store, knowing exactly what the going rate is, several things could happen to damage the business. The employee could suffer serious financial implications or the employee could leave and find another position where she does not feel exploited. The subject of ethics is often considered abstract or relative by those who believe that rules do not always apply to them. Rules and laws apply to everyone. It is unfortunate that some employees in the upper echelons of the corporate ladder decide to act unethically, but it is a fact of business and of life. For this reason, it is best for a business to be careful of who they promote within their company. Corporate responsibility is a phrase heavily used in the business world. Often mentioned to enhance the image of an organization, corporate responsibility does have a true meaning. Businesses that use energy efficient lighting and offer their employees a fair pay rate are practicing corporate responsibility. Corporate responsibility is an integral part of business ethics and should be practiced by all entities, whether large or small. Corporate responsibility simply means that each individual within a company is practicing personal...
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...Principles by Ray Dalio What follows are three distinct parts that can be read either independently or as a connected whole. Part 1 is about the purpose and importance of having principles in general, having nothing to do with mine. Part 2 explains my most fundamental life principles that apply to everything I do. Part 3, explains my management principles as they are being lived out at Bridgewater. Since my management principles are simply my most fundamental life principles applied to management, reading Part 2 will help you to better understand Part 3, but it’s not required—you can go directly to Part 3 to see what my management principles are and how Bridgewater has been run. One day I’d like to write a Part 4 on my investment principles. If you are looking to get the most bang for your buck (i.e., understanding for the effort), I suggest that you read Parts 1 and 2, and the beginning of Part 3 (through the Summary and Table of Principles) which will give you nearly the whole picture. It’s only about 55 pages of a normal size book. Above all else, I want you to think for yourself—to decide 1) what you want, 2) what is true and 3) what to do about it. I want you to do that in a clear-headed thoughtful way, so that you get what you want. I wrote this book to help you do that. I am going to ask only two things of you—1) that you be open-minded and 2) that you honestly answer some questions about what you want, what is true and what you want to do about it. If...
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...I. The Environment of Business 1. What Is Business? © The McGraw−Hill Companies, 2007 C H A P T E R 1 What Is Business? Learning Objectives After studying this chapter you should be able to: 1. Differentiate between the three meanings of business as commerce, business as an occupation, and business as an organization, and identify the four main kinds of productive resources. 2. Understand how the forces of supply and demand determine fair, or market, prices. 3. Appreciate how a company’s business model is the source of its competitive advantage and can mean the difference between merely making a profit and profitability. 4. Recognize the way specialization and the division of labor lead to increasing profits and wealth via the market’s “invisible hand.” 5. List the reasons why business organizations are created and how they facilitate commerce and lower transaction costs. WHY IS THIS IMPORTANT ? What if you went to your supermarket and found only one brand of toothpaste? Suppose there was only one pizza shop in your town and it charged $25 for a small pie. Economic principles such as the laws of supply and demand create the selection and prices we find when we buy, whether it’s gasoline or hamburger. This chapter will help you understand how business principles work and why companies try to add value to products and services that will appeal to customers and create a competitive advantage. The products we select compete with others for our attention and dollars...
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...INTEGRATED CHANGE MANAGEMENT: INCREASING SUCCESS RATES THROUGH AN INTERDISCIPLINARY APPROACH By SUSAN DOUTRE Integrated Studies Final Project Essay MAIS 700 submitted to Dr. Raphael Foshay in partial fulfillment of the requirements for the degree of Master of Arts – Integrated Studies Athabasca, Alberta December, 2012 CHANGE MANAGEMENT SUCCESS 2 TABLE OF CONTENTS Abstract ........................................................................................................................................... 3 Introduction ..................................................................................................................................... 4 Challenges and Complexity of Change........................................................................................... 6 A Business Perspective ................................................................................................................... 7 A Cultural Perspective .................................................................................................................... 9 A People Perspective .................................................................................................................... 11 Conclusion – An Integrated Perspective ....................................................................................... 14 References ...........................................................................
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...LEAN SIX SIGMA LOGISTICS Strategic Development to Operational Success by Dr. Thomas Goldsby • Robert Martichenko Copyright ©2005 by J. Ross Publishing, Inc. ISBN 1-932159-36-3 Printed and bound in the U.S.A. Printed on acid-free paper 10 9 8 7 6 5 4 3 2 1 Library of Congress Cataloging-in-Publication Data Goldsby, Thomas J. Lean Six Sigma logistics / by: Thomas Goldsby & Robert Martichenko. p. cm. Includes index. ISBN 1-932159-36-3 (hardback : alk. paper) 1. Business logistics—Management. 2. Six sigma (Quality control standard). 3. Process control. 4. Inventory control. 5. Waste minimization. 6. Industrial efficiency. I. Martichenko, Robert, 1965–. II. Title. HD38.5.G63 2005 658.4′013—dc22 2005011208 This publication contains information obtained from authentic and highly regarded sources. Reprinted material is used with permission, and sources are indicated. Reasonable effort has been made to publish reliable data and information, but the author and the publisher cannot assume responsibility for the validity of all materials or for the consequences of their use. All rights reserved. Neither this publication nor any part thereof 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. The copyright owner’s consent does not extend to copying for general distribution for promotion, for creating new works, or for resale...
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...and Related Services 561110 Office Administrative Services 561490 Other business support services Abstract: The article discusses how integrating the records and information management (RIM) process and Generally Accepted Recordkeeping Principles in the financial statement audit process will improve audit objectivity and integrity. It states that RIM professionals have an important role in the audit process as the objectivity and integrity of information are crucial to the quality of audit outcomes. It explores the framework of an external audit in the U.S. which are done in compliance with the General Accepted Auditing Standards. ISSN: 1535-2897 Accession Number: 89184390 ------------------------------------------------- EXPLORING his article proposes that incorporating the records and information management (RIM) function and Generally Accepted Recordkeeping Principles® (the Principles) into the financial statement audit process will enhance audit integrity and objectivity, increasing the quality of audit outcomes. Therefore, as RIM professionals define and refine the business case for RIM, their potential role in the external audit process should be included. 32 MAY/JUNE 2013...
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...Preferred Letter Code of Business Brochure Title Alternate Letter Ethics: Brochure Title Our Core Values in Action Alternate Letter Brochure Title Alternate Letter Brochure Title Our Code of Business Ethics reinforces our core values and drives our culture of compliance, ethical decision making and accountability. Our core values shape the culture and define the character of our company. They guide how we behave and make decisions. Accenture will not tolerate retaliation against any employee who raises an issue or uses its Business Ethics Line (or any other appropriate channel) to report an ethical or legal concern. Employees who come forward with concerns play an important role in maintaining our ethical workplace and high-performance business. Contents Page 3 Page 6 Page 8 Page 11 Page 14 Page 17 Page 20 Page 25 Page 28 Page 29 Page 30 Page 31 How to Use the Code of Business Ethics: Our Core Values in Action Our Code at a Glance Client Value Creation One Global Network Respect for the Individual Best People Integrity Stewardship The Five Cs A Model for Making Ethical Decisions Responsibilities Index of Key Terms Visit the Accenture Business Ethics Line Visit the Code of Business Ethics website 2 | Accenture Code of Business Ethics How to Use the Code of Business Ethics: Our Core Values in Action Our Code is built on a foundation of our core values, illuminated by "action statements." Action statements describe the behaviors we seek and “key ideas” provide...
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...The Competitive Advantage of Nations Michael E. Porter Harvard Business Review 90211 HBR MARCH±APRIL 1990 The Competitive Advantage of Nations Michael E. Porter National prosperity is created, not inherited. It does not grow out of a country's natural endowments, its labor pool, its interest rates, or its currency's value, as classical economics insists. A nation's competitiveness depends on the capacity of its industry to innovate and upgrade. Companies gain advantage against the world's best competitors because of pressure and challenge. They benefit from having strong domestic rivals, aggressive home-based suppliers, and demanding local customers. In a world of increasingly global competition, nations have become more, not less, important. As the basis of competition has shifted more and more to the creation and assimilation of knowledge, the role of the nation has grown. Competitive advantage is created and sustained through a highly localized process. Differences in national values, culture, economic structures, institutions, and histories all contribute to competitive success. There are striking differences in the patterns of competitiveness in every country; no nation can or will be competitive in every or even most industries. Ultimately, nations succeed in particular industries because their home environment is the most forward-looking, dynamic, and challenging. These conclusions, the product of a four-year study Harvard Business School professor Michael E. Porter...
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...Breakout Strategy Meeting the Challenge of Double-Digit Growth Sydney Finkelstein Charles E. Harvey Thomas C. Lawton (McGraw-Hill, New York, 2006) Table of Contents Dedication Acknowledgements Table of Contents List of figures Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 Breakout Strategy Getting on the Fast Track Staying out Front Breakout Dynamics Putting Vision to Work Being a Magnet Company Delivering the Promise Executing Breakout Breakout Leadership Appendix: case study companies Index List of Figures Figure 1.1 Figure 2.1 Figure 3.1 Figure 4.1 Figure 5.1 Figure 5.2 Figure 5.3 Figure 5.4 Figure 5.5 Figure 6.1 Figure 6.2 Figure 6.3 Figure 6.4 Figure 7.1 Figure 7.2 Figure 7.3 Figure 8.1 Figure 8.2 Figure 8.3 Figure 9.1 The Breakout Strategy Cycle Companies Getting on the Fast Track Companies Staying Out Front Types of Capital and the Capital Accumulation Process The Vision Wheel State Transition for Harley-Davidson: Organization State Transition for Harley-Davidson: Culture State Transition for Harley-Davidson: Relationships State Transition for Harley-Davidson: Markets The Six Pillars of a Value Proposition Leveraging up the Apple Value Proposition Reconciling Different Value Propositions Leveraging up Samsung Electronics’ Value Proposition Components of a Business Model Aligning the Business Model and Value Proposition Business Model Needs Analysis Delivering Strategy System Balance and Strategy Delivery at...
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...The Psychology of Racism Introduction Throughout history the superiority of the winners has been connected to a denial of feelings - what, in the British empire, was called the stiff upper lip. The conquerers of nature and "natives" claimed their right to the world as their possession because they had first conquered themselves. Powerful people get others to do their bidding. It is the people that they subordinate who are forced to make adapt their lives to their masters bidding. The people with power can look aloof, calm and collected because they find it is easier to appear to be like this. They have the easier life, they are not being treated like beasts of burden, they are not being robbed and murdered. The ideology and culture of power often turns things upside down. Distress is the result of subordination and in human relationships the emotional display of distress then becomes the proof of inferiority. It proves that you need "protection". It becomes part of the power way of thinking, embedded in the culture, that the unemotional life style is evidence of superiority. The "Stiff upper lip" is the way you hold your face so as not to smile, snarl or cry. It is colonialism in facial expression when times, occaisionally, don't go so well. In contrast the emotional excitability of "the natives" proves their inferiority, it proves they have to be 'civilised'...
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...Multinational Corporations and Foreign Direct Investment This page intentionally left blank Multinational Corporations and Foreign Direct Investment Avoiding Simplicity, Embracing Complexity Stephen D. Cohen 1 2007 1 Oxford University Press, Inc., publishes works that further Oxford University’s objective of excellence in research, scholarship, and education. Oxford New York Auckland Cape Town Dar es Salaam Hong Kong Karachi Kuala Lumpur Madrid Melbourne Mexico City Nairobi New Delhi Shanghai Taipei Toronto With offices in Argentina Austria Brazil Chile Czech Republic France Greece Guatemala Hungary Italy Japan Poland Portugal Singapore South Korea Switzerland Thailand Turkey Ukraine Vietnam Copyright # 2007 by Oxford University Press Published by Oxford University Press, Inc. 198 Madison Avenue, New York, New York 10016 www.oup.com Oxford is a registered trademark of Oxford University Press All rights 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 permission of Oxford University Press. Library of Congress Cataloging-in-Publication Data Cohen, Stephen D. Multinational corporations and foreign direct investment: avoiding simplicity, embracing complexity / Stephen D. Cohen. p. cm. Includes index. ISBN-13 978-0-19-517935-4; 978-0-19-517936-1 (pbk.) ISBN 0-19-517935-8; 0-19-517936-6 (pbk.) 1. International...
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...BUSINESS ETHICS BY SHAW TEST BANK A+ Graded Tutorial Available At: http://hwsoloutions.com/?product=business-ethics-by-shaw-test-bank Visit Our website: http://hwsoloutions.com/ Product Description PRODUCT DESCRIPTION Business Ethics by Shaw Test Bank, Business Ethics by Shaw – Test Bank A+ Graded Chapter 1—The Nature of Morality MULTIPLE CHOICE 1. Which of the following characteristics distinguishes moral standards from other sorts of standards? a. moral standards are purely optional b. moral standards take priority over other standards, including self-interest c. moral standards cannot be justified by reasons d. moral standards must be set or validated by some authoritative body 2. Choose the statement that gives the most accurate description of etiquette: a. the rules of etiquette are a fundamental branch of morality b. conformity with the rules of etiquette is sufficient for moral conduct c. etiquette refers to a special code of social behavior or courtesy d. the rules of etiquette are backed by statutory law 3. Our relationship with the law is best described by which of the following? a. To a significant extent, law codifies a society’s customs, norms, and moral values. b. The law is a completely adequate guide to the moral standards that we should follow. c. The law makes all immoral conduct illegal. d. Violating the law is always immoral. 4. Which of the following is not one of the four basic kinds of law? a. statutes b. constitutional...
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...TE AM FL Y Praise for Marketing Insights from A to Z “The bagwan of Marketing strikes again. Leave it to Phil Kotler to revisit all of our blocking and tackling at just the right time . . . and as all great marketers know: ‘timing is everything.’” —Watts Wacker Founder and CEO, FirstMatter Author, The Deviant Advantage: How Fringe Ideas Create Mass Markets “Wide-ranging, readable, pithy, and right on target, these insights not only are a great refresher for marketing managers but should be required reading for all nonmarketing executives.” —Christopher Lovelock Adjunct Professor, Yale School of Management Author, Services Marketing “Kotler tackles the formidable challenge of explaining the entire world of marketing in a single book, and, remarkably, pulls it off. This book is a chance for you to rummage through the marketing toolbox, with Kotler looking over your shoulder telling you how to use each tool. Useful for both pros and those just starting out.” —Sam Hill Author, Sixty Trends in Sixty Minutes “This storehouse of marketing wisdom is an effective antidote for those who have lost sight of the basics, and a valuable road map for those seeking a marketing mind-set.” —George Day Geoffrey T. Boisi Professor of Marketing, Wharton School of Business “Here is anything and everything you need to know about where marketing stands today and where it’s going tomorrow. You can plunge into this tour de force at any point from A to Z and always come up with remarkable insights and...
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...Chapter 10 1 Introduction Pricing Els Gijsbrechts and Katia Campo Objectives This chapter does not have as its aim the provision of ready-made methods for the assessment of price levels. Its objectives are: 1 to indicate the importance and complexity of price decisions for marketing managers; 2 to consider what is a ‘price’; 3 to identify the factors internal to the firm that influence price decisions; 4 to identify the factors external to the firm that influence price decisions; 5 to discuss pricing strategies and tactics. C onsider a Belgian couple contemplating a shopping trip to London during the Christmas period. The cheapest way to cross the Channel would be to take a ticket on the ferry from Oostende to Ramsgate, which would amount to about Bfr. 1,500 per person. While they can afford this from a budgetary viewpoint, taking the boat would mean spending about five hours travelling, which would mean losing almost half of the ‘available’ weekend to hunt for interesting bargains in the London shopping area. Taking the plane would drastically reduce travelling time, but the air fare of Bfr. 4,900 per person is not overly appealing. Friends recommend that they buy a combined ticket from the Belgian Railways and the Channel (regular price: Bfr. 3,465 per person). This seems to be the most interesting option, but unfortunately no more regular tickets are available for the morning of the Christmas weekend. The price of a first classRailway/Channel ticket (Bfr. 6,960 per...
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