Professional Responsibility Mulligan versus Friedman perspectives on moral business decisions * Mulligan: Execs have most knowledge and will be better at at analyzing problems and implementing solutions * Friedman: Execs are not competent to solve moral problems – should be left to governemtn Director/Officer “Duty of Due Care Standard” in the Business Judgment Rule Statutory duty to act: 1. “In Good Faith” – NO SELF INTEREST 2. “With Care of an ordinarly prudent person”
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Compass 2g INTRODUCTION AND COURSE OBJECTIVES Strategic management deals with decisions that fundamentally influence the direction of the organization and effective implementation of the direction chosen. Strategic management addresses the organizational structure, resources & capabilities, and the strategic positioning of the organization to create, capture, and sustain competitive advantage. In addition to economic value creation, management also must make decisions concerning the distribution
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A Stakeholder Model of Organizational Leadership Author(s): Marguerite Schneider Source: Organization Science, Vol. 13, No. 2 (Mar. - Apr., 2002), pp. 209-220 Published by: INFORMS Stable URL: http://www.jstor.org/stable/3085994 Accessed: 30/07/2010 02:12 Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained
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qualitative case study. The analysis focuses mainly on culture and communication issues in what became an unsuccessful acquisition. The results indicate that the German Siemens and Taiwanese BenQ are different in important ways, from national culture to organizational culture. BenQ’s failed acquisition of the Siemens handset was a wakeup call, providing a valuable lesson to other companies planning to create their own global brand recognition. The issue here is the extent to which the two companies’ incompatible
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\\server05\productn\C\CPP\8-2\CPP204.txt unknown Seq: 1 5-JUN-09 8:30 Racial profiling and searches: Did the politics of racial profiling change police behavior?* Patricia Y. Warren Florida State University Donald Tomaskovic-Devey University Massachusetts, Amherst Research Summary Scholarly research has documented repeatedly that minority citizens are disproportionately stopped, searched, and arrested relative to their baseline populations. In recent years, policymakers
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Environment Girish Ketkar B2B Marketing @ BIMM 2012-14 Semester 1 Session 01 B2B Perspective Girish Ketkar B2B Marketing @ BIMM 2012-14 Semester 1 Session 01 2 B2B Marketing Industrial Marketing Business Marketing Organizational Marketing Girish Ketkar B2B Marketing @ BIMM 2012-14 Semester 1 Session 01 Business Markets Markets for products and services – Bought by • Businesses, Government Bodies and Institutions – For • Incorporation – Raw materials
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Contents 1.0 Introduction…………………………………………………………………3 2.0 Overview of Industry Life Cycle……………………………………………4 3.0 Literature review of Information Technology………………………………4 4.0 Conclusion for Industry Life Cycle…………………………………………5 5.0 Industry Level Analysis (Dell)………………………………………………6 6.0 Business Strategy……………………………………………………………7 7.0 Enterprise Solutions and service…………………………………………….8 8.0 PEST Analysis of Dell Company…………………………………………...11 9.0 Porters Five Forces of Dell………………………………………………….13 10
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Topics include marketing strategy, customer behavior, segmentation, market research, product management, pricing, promotion, sales force management and competitive analysis. 211. (MKTG773) Consumer Behavior. (C) Cutright, Reed. Prerequisite(s): MKTG 101. This course is concerned with how and why people behave as consumers. Its goals are to: (1) provide conceptual understanding of consumer behavior, (2) provide experience in the application of buyer behavior concepts to marketing management decisions
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carrying a fair-trade label – Id when purchasing healthy food for your children * Self-expressive benefits • provide an opportunity for someone to communicate his or her self-image. • Examples – The image of being cool projected by the Apple iPhone, – the raw masculinity projected by the Harley-Davidson motorcycle brand or – the luxury displayed by carrying a Louis Vuitton bag. Psychological benefits • Difficult to provide • Difficult to İmitate Marketing management
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Scrum Reference Card by Michael James About Scrum Scrum Roles A Management Framework Product Owner Scrum is a management framework for incremental product development using one or more cross-functional, self-organizing teams of about seven people each. ¥ Single person responsible for maximizing the return on investment (ROI) of the development effort It provides a structure of roles, meetings, rules, and artifacts. Teams are responsible for creating and adapting their processes
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