...The Negotiations of the 2011 NFL Lockout MSM 9019-Emmanuel College Joshua Rosenbaum December 14, 2011 The National Football League (NFL) with the highest revenue, income, and value is considered the leader in the American professional sports business. The last NFL work stoppage occurred in 1987 and the NFL has continued to gain in popularity since while the three other major sports have all experienced work stoppages since that time. The 1987 work stoppage resulted in the players striking for twenty-four days and replacement players being used. After this strike and union decertification the NFL entered a new era of collective bargaining between the NFL owners and athletes in 1993. Both parties agreed to enter into a new collective bargaining agreement outlining the wage scale and rights of both parties involved. This agreement had been extended five times since 1993 but it was May 20, 2008 where the NFL owners voted unanimously to opt of their collective bargaining agreement, which without action would expire March 3, 2011. There were several issues that caused the lockout, but for the owners the largest issue involved the revenue. The issue of revenue was a difficult one for the National Football League Players Association (NFLPA) to address since 31 out of the 32 teams were private entities and did not have to show the union their books. However, one team the Green Bay Packers are publically owned and therefore the union was able...
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...Bob Dylan, noted singer-songwriter Singer-songwriters are musicians who write, compose and sing their own musical material including lyrics and melodies. As opposed to contemporary popular music singers who write their own songs, the term singer-songwriter describes a distinct form of artistry, closely associated with the folk-acoustic tradition. Singer-songwriters often provide the sole accompaniment to an entire composition or song, typically using a guitar or piano; both the compositions and the arrangements are written primarily as solo vehicles, with the material angled toward topical issues—sometimes political, sometimes introspective, sensitive, romantic, and confessional. Contents [hide] * 1 History * 2 North America, United Kingdom, and Ireland * 3 Cantautori, the Italian tradition * 4 Latin traditions * 5 Soviet Union and Russia * 6 Bulgaria * 7 Romania * 8 Netherlands * 9 Norway * 10 Periodicals that include coverage of singer-songwriters * 11 See also * 12 References * 13 Further reading | ------------------------------------------------- [edit]History Théodore Botrel The concept of a singer-songwriter can actually be traced to ancient bardic culture, which has existed in various forms throughout the world.[citation needed] Poems would be performed as chant or song, sometimes accompanied by a harp or other similar instrument. After the invention of printing, songs would be written and performed by ballad sellers. Usually these would...
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...First-Round Financing “I guess, three and a half years ago, if we were looking to start a business and make a lot of money, we wouldn’t have done this.” - Jerry Yang, 1997. It was April of 1995 – a key decision point for Jerry Yang and David Filo. These two Stanford School of Engineering graduate students were the founders of Yahoo!, the most popular Internet search site on the World Wide Web. Yang and Filo had decided that they could transform their Internet hobby into a viable business. While trying to decide between several different financing and partnering options that were available to them, they attended a meeting with Michael Moritz, a partner at Sequoia Capital. Sequoia, one of the leading venture capital firms in Silicon Valley, had been discussing the possibility of investing in Yahoo!. Michael Moritz leaned forward in his chair. As he looked across the conference table at Jerry and Dave, he laid out Sequoia’s offer to fund Yahoo!: As you know, we have been working together on this for some time now. We have done a lot of hard work and research to come up with a fair value for Yahoo!, and we have decided on a $4 million valuation. We at Sequoia Capital are prepared to offer you $1 million in venture funding in exchange for a 25% share in your company. We think that with our help, you have a real chance to make Yahoo! something special. Our first order of business will be to help you assemble a complete management team, after which we should be able ...
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...9-407-036 REV: MARCH 26, 2007 BORIS GROYSBERG STEPHEN BALOG JENNIFER HAIMSON Recruitment of a Star Stephen Connor, director of research at the New York investment banking firm of Rubin, Stern, and Hertz (RSH), was in a bind. His star semiconductor analyst, Peter Thompson, had abruptly announced his resignation; he had received an offer from one of RSH’s competitors. But Peter was not only a star analyst, he was also RSH’s only semiconductor analyst. This was certainly not a role that could be left vacant for long and, right now, RSH particularly needed strong coverage of the semiconductor industry because of an upcoming deal with the PowerChip company. (See Exhibit 1.) Stephen examined how much money Peter generated for the firm and saw that he could legitimately raise Peter’s compensation. Then he devised a backup plan: to split Peter’s team by encouraging Peter’s junior analyst, Rina Shea, to stay at RSH. Peter ended up leaving the firm and Stephen promoted Rina to senior analyst, assigning her to cover PowerChip and the rest of the semiconductor industry, at least temporarily, while he decided whether to offer her the position permanently or hire someone from outside the firm. Now Stephen faced the task of finding a permanent replacement for Peter. Should he make Rina a permanent offer or hire from outside? RSH Research Department RSH’s corporate culture was especially strong in its research division. Senior research analysts often began as junior analysts and remained at...
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...9-407-036 REV: MARCH 26, 2007 BORIS GROYSBERG STEPHEN BALOG JENNIFER HAIMSON Recruitment of a Star Stephen Connor, director of research at the New York investment banking firm of Rubin, Stern, and Hertz (RSH), was in a bind. His star semiconductor analyst, Peter Thompson, had abruptly announced his resignation; he had received an offer from one of RSH’s competitors. But Peter was not only a star analyst, he was also RSH’s only semiconductor analyst. This was certainly not a role that could be left vacant for long and, right now, RSH particularly needed strong coverage of the semiconductor industry because of an upcoming deal with the PowerChip company. (See Exhibit 1.) Stephen examined how much money Peter generated for the firm and saw that he could legitimately raise Peter’s compensation. Then he devised a backup plan: to split Peter’s team by encouraging Peter’s junior analyst, Rina Shea, to stay at RSH. Peter ended up leaving the firm and Stephen promoted Rina to senior analyst, assigning her to cover PowerChip and the rest of the semiconductor industry, at least temporarily, while he decided whether to offer her the position permanently or hire someone from outside the firm. Now Stephen faced the task of finding a permanent replacement for Peter. Should he make Rina a permanent offer or hire from outside? RSH Research Department RSH’s corporate culture was especially strong in its research division. Senior research analysts often began as junior...
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...college who teaches that course, he or she has a power over you. Influence: the capacity or power of persons or things to be a compelling force on or produce effects on the actions, behavior, opinions, etc., of others (dictionary.com). 2. What is leadership and how does it differ from management? Ans. Leadership: According to Robbins and Judge,” Leadership is defined as the ability to influence a group toward the achievement of a vision or set of goals.”(2014) the source of this influence may be formal, such as that provided by managerial rank in an organization. But not all leaders are managers, nor are all managers leaders. On the other hand, management is defined as the act or skill of controlling and making decisions about a business, department, sports team, etc.(Robbins &Judge,2014) Difference between leadership and management are: All organizations need strong leadership and strong management for optimal effectiveness. We need leaders to challenge the status quo, create visions of the future, and inspire organizational members to achieve the visions. We also need managers to formulate detailed plans, and to create efficient organizational structures, and oversee day-to-day operations. The manager administers; the leader innovates. There is little difference in manager and leader is. There is little difference in leadership and management is: The...
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...Under Armour Case Study Source: Hogan, 2013 Table of contents Detailed Timeline 3 Business and Corporate Level Planning 4 Brief Summary of the Company Situation in their Competitive Environment, Issues they Face and Clear Problem Statement to Analyze 6 Key Leadership 8 Types of innovation and Evidence of Entrepreneurship 10 Global Presence and Effects 11 Ethics - Examples of Social Consciousness/Corporate Social Responsibility 12 Responsible Wealth Creation 14 Engagement and Plan Alignment & Corporate Culture 15 Wild Card 16 Internal Analysis 17 External Analysis 20 SWOT Analysis 24 Recommendation 27 Bibliography 33 Appendix 37 Team Member Roles 46 Detailed Timeline It all started in 1995 when Kevin Plank, the special teams captain on the University of Maryland football team, noticed that the cotton T-shirts he and his teammates wore underneath their pads were always soaked and filled with sweat (Under Armour, 2012). “There has to be something better,” he believed (Under Armour, 2012). That statement soon launched the performance apparel industry (Under Armour, 2012). That statement also became Under Armour’s generic strategy, which was to develop a better product than there was in the market. While Plank was perfecting his t-shirt after he graduated, he needed funds to launch his apparel line, so he maxed out his credit cards to the tune of $40,000 and set up a company in his grandmother’s basement in Washington, DC (Under Armour, 2012). In...
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...Present THE STONING OF SORAYA M. Directed by CYRUS NOWRASTEH Starring SHOHREH AGHDASHLOO MOZHAN MARNÒ and JIM CAVIEZEL Written by BETSY GIFFEN NOWRASTEH & CYRUS NOWRASTEH Based on the book “The Stoning of Soraya M.” by FREIDOUNE SAHEBJAM Rated R for a disturbing sequence of cruel and brutal violence, and brief strong language 114 Minutes NY PUBLICITY: Lina Plath/Clare Anne Darragh Frank PR 99 John St., #225 New York, NY 10038 Tel: 646-861-0843 Lina@frankpublicity.com ClareAnne@frankpublicity.com LA PUBLICITY: Fredell Pogodin/Bradley Jones Fredell Pogodin & Associates 7223 Beverly Blvd., Suite 202 Los Angeles, CA 90036 Tel: 323-931-7300 pr@fredellpogodin.com ROADSIDE ATTRACTIONS: Veronica Bufalini/Meghann Burns Roadside Attractions 7920 Sunset Blvd. #402 Los Angeles, CA 90046 Tel: 323-882-8490 VeronicaB@roadsideattractions.com MeghannB@roadsideattractions.com For publicity materials, please visit: www.roadsideattractionspublicity.com Official Website: www.thestoning.com THE STONING OF SORAYA M. ABOUT THE FILM In a world of secrecy, corruption and injustice, a single courageous voice can tell a true story that changes everything. This is what lies at the heart of the emotionally charged experience of THE STONING OF SORAYA M. Based on an incredible true story, this powerful tale of a village’s persecution of an innocent woman becomes both a daring act of witness and a compelling parable about mob rule. Who will join forces with the plot against her, who will...
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...From wikipedia: Brand From Wikipedia, the free encyclopedia For other uses, see Brand (disambiguation). "Marque" redirects here. For other uses, see Marque (disambiguation). [pic] [pic] The Coca-Cola logo is an example of a widely-recognized trademark representing a global brand. |Marketing | |Key concepts | |Product marketing · Pricing | |Distribution · Service · Retail | |Brand management | |Account-based marketing | |Ethics · Effectiveness · Research | |Segmentation · Strategy · Activation | |Management · Dominance | |Promotional content | |Advertising · Branding · Underwriting | |Direct marketing · Personal sales | |Product placement · Publicity | |Sales promotion · Sex in advertising | |Loyalty marketing · SMS marketing | |Premiums · Prizes ...
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...Strategic Marketing & Planning, 2009 Fiji Water Executive Summary: There are multiple recent strategic issues that the bottled water company Fiji Water is facing. The economic recession has led to a change in consumer purchasing trends, and the bottled water category is not as stable financially as it used to be. Environmental issues, such as waste and pollution, are also affected Fiji Water and its competitors. Bottled Water companies are attempting to shift packaging and shipping to more ecologically friendly materials and modes, as consumers favor environmentally sustainable products. Additionally, as consumers focus on obtaining healthier lifestyles and diets, they have begun to question the safety and purity of the water that bottled water companies are producing. Fiji Water has been affected greatly by all of these issues, as well as negative press about the socio-economic conditions of their souring location, and in 2008 was forced to layoff 40% of their staffing resources. With limited resources, an action plan going forward must be cost efficient and extremely effective. By analyzing and critiquing four potential strategic options, a rational next step for Fiji Water can be discovered. By supporting this plan with marketing tactics and communication, it can attempt to stimulate growth for the company. Current Overview: History: Fiji Water is bottled water artesian water that was founded in 1993 in Colorado and first produced and sold to the world...
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...UNIVERSAL PICTURES and EMMETT / FURLA FILMS Present A MARC PLATT Production In Association with OASIS VENTURES ENTERTAINMENT LTD / ENVISION ENTERTAINMENT / HERRICK ENTERTAINMENT / BOOM! STUDIOS A BALTASAR KORMÁKUR Film PAULA PATTON BILL PAXTON JAMES MARSDEN FRED WARD and EDWARD JAMES OLMOS Executive Producers BRANDT ANDERSEN JEFFREY STOTT MOTAZ M. NABULSI JOSHUA SKURLA MARK DAMON Produced by MARC PLATT RANDALL EMMETT NORTON HERRICK ADAM SIEGEL GEORGE FURLA ROSS RICHIE ANDREW COSBY Based on the BOOM! Studios Graphic Novels by STEVEN GRANT Screenplay by BLAKE MASTERS Directed by BALTASAR KORMÁKUR –1– CAST Waitress Margie . . . . . . . . . . . . . . . . . . . . . LINDSEY GORT Roughneck #2 . . . . . . . . . . . . . . . . . HILLEL M. SHARMAN Robert “Bobby” Trench . . . . . . . . . DENZEL WASHINGTON Roughneck #3 . . . . . . . . . . . . . . . . . . . . . . . . AARON ZELL Marcus “Stig” Stigman . . . . . . . . . . . . MARK WAHLBERG Roughneck #4 . . . . . . . . . . . . . . . . . . . . . . . HENRY PENZI Deb . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAULA PATTON CREW Earl . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . BILL PAXTON Admiral Tuwey . . . . . . . . . . . . . . . . . . . . . . . FRED J. WARD Quince . . . . . . . . . . . . . . . . . . . . . . . . . . JAMES MARSDEN Directed by . . . . . . . . . . . . . . . . . BALTASAR KORMÁKUR Papi Greco . . . . . . . . . . . . . . . . . EDWARD JAMES OLMOS Screenplay by . . . . . . . . . . . ...
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...Computers in Human Behavior 29 (2013) A60–A68 Contents lists available at SciVerse ScienceDirect Computers in Human Behavior journal homepage: www.elsevier.com/locate/comphumbeh The role of social media in higher education classes (real and virtual) – A literature review Paul A. Tess Department of Educational Psychology, University of Minnesota, 56 East River Road, Suite 250, Minneapolis, MN 55455, United States a r t i c l e i n f o Article history: Available online 26 January 2013 Keywords: Social media Higher education Facebook Twitter Blogs Educational technology a b s t r a c t The ubiquity of social media (e.g., Facebook, Twitter) is no more apparent than at the university. Social media are increasingly visible in higher education settings as instructors look to technology to mediate and enhance their instruction as well as promote active learning for students. Many scholars argue for the purposeful integration of social media as an educational tool. Empirical evidence, however, has lagged in supporting the claim. Most of the existing research on the utility and effectiveness of social media in the higher education class is limited to self-reported data (e.g., surveys, questionnaires) and content analyses. This paper summarizes the scholarly writings as well as reviews the findings of empirical investigations. Some limitations are discussed, and future areas of research are proposed. Ó 2013 Elsevier Ltd. All rights reserved. 1. Introduction ...
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...goals. What is schmoozing? Schmoozing is noticing people, connecting with them, keeping in touch with them — and benefiting from relationships with them. Schmoozing is about connecting with people in a mutually productive and pleasurable way — a skill that has taken on new importance in our fragmented, harried, fiber-optic-laced world. Schmoozing is the development of a support system, a web of people you know who you can call, and who can call you, for your mutual benefit and enjoyment. Schmoozing is the art of semi-purposeful conversation: half chatter, half exploration. Schmoozing is neither project nor process. It's a way of life. How does schmoozing differ from networking? Conventional networking is the clammy science of collecting business cards ad infinitum, of cold-calling near strangers to grill them about possible openings in their places of work and beg them for favors. No one particularly likes to network, and no one likes to receive a call from a desperate, edgy networker either. If you've read some of those networking books and felt uncomfortable about putting their advice into practice, there's a good reason for your reluctance. Networking is awkward, it's artificial, and more often than not, it doesn't work that well....
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...Making Planning: Delivering Strategic Value • Planning and Strategic Management • Ethics and Corporate Responsibility • International Management • Entrepreneurship Strategy Implementation Organizing: Building a Dynamic Organization • Organization Structure • Organizational Agility • Human Resources Management • Managing the Diverse Workforce Leading: Mobilizing People • • • • Leadership Motivating for Performance Teamwork Communicating Controlling: Learning and Changing • Managerial Control • Managing Technology and Innovation • Creating and Managing Change PART ONE Foundations of Management The three chapters in Part One describe the foundations of management. Chapter 1 discusses the imperatives of managing in today’s business landscape and introduces the key functions, skills, and competitive goals of effective managers. In other words, it discusses what you need to do and accomplish to become a high-performing manager. Chapter 2 describes the external environment in which managers and their organizations operate— the context that both constrains and provides opportunities for managers. It also discusses what can be described as the organization’s internal environment: its culture. Chapter 3 discusses the most fundamental managerial activity: decision making. Because managers make decisions constantly, sound decision-making skills are essential for good performance. 3 CHAPTER 1 Managing Management means, in the last analysis, the substitution of thought...
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...Implementation Organizing: Building a Dynamic Organization • Organization Structure • Organizational Agility • Human Resources Management • Managing the Diverse Workforce Leading: Mobilizing People • • • • Leadership Motivating for Performance Teamwork Communicating Controlling: Learning and Changing • Managerial Control • Managing Technology and Innovation • Creating and Managing Change Bateman−Snell: Management: Leading and Collaborating in a Competitive World, Eighth Edition I. Foundations of Management Introduction © The McGraw−Hill Companies, 2009 PART ONE Foundations of Management The three chapters in Part One describe the foundations of management. Chapter 1 discusses the imperatives of managing in today’s business landscape and introduces the key functions, skills, and competitive goals of effective managers. In other words, it discusses what you need to do and accomplish to become a high-performing manager. Chapter 2 describes the external environment in which managers and their organizations operate— the context that both constrains and provides opportunities for managers. It also discusses what can be described as the organization’s internal environment: its culture. Chapter 3 discusses the most fundamental managerial activity: decision making. Because managers make decisions constantly, sound decision-making skills are essential for good performance. 3...
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