...........................................................................................................8 2.4 ........................................................................................................................................9 2.5 10.12KPMG ........................................................................................................................................10 2.6 10.15 ......................................................................................
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Additional information, including supplemental material and rights and permission policies, is available at http://ite.pubs.informs.org. Vol. 9, No. 3, May 2009, pp. 169–179 issn 1532-0545 09 0903 0169 informs ® doi 10.1287/ited.1090.0031tn © 2009 INFORMS I N F O R M S Transactions on Education Teaching Note Revenue Management at Harrah’s Entertainment, Inc. Narendra Agrawal Department of Operations and Management Information Systems, Leavey School of Business, Santa Clara University, Santa
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MULTINATIONAL MANAGEMENT COURSE OUTLINE (2007-09) The globalization of the world economy and the related liberalization of the Indian economy are radically changing the business landscape. The international capital flows into India have increased several-fold since the onset of liberalization; Indian companies are becoming multinationals in their own right--a trend certain to intensify in the coming years. All in all, multinationals are becoming more ubiquitous as an instrument of economic
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| | |INTERNATIONAL ISLAMIC UNIVERSITY MALAYSIA | |COURSE OUTLINE | |
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audits (cont.); Whittington & Pany Ch. 1 p. 1-12 (LOs 1-6) Wallace 1980 Monograph p. 13 – 29 (Ch. 1-5) Management Assertions and Audit Evidence Mon – 8/31 The accounting profession, its history & SOX 1933 & 1934 Acts Other Readings (These can be found on Compass2g) Case Assignments (D): Prepare for discussion; Read case and think (G): Graded; Be about questions prepared to turn in before class at start of class Ch. 1 p. 12-19 (LO 7) Ch. 4 p. 114-121 (LOs 4-5)
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effects that power-oriented behavior can have on organizations. The ethics of power will be a recurrent concern throughout the course. Class sessions will be devoted to discussing “case” materials in light of theoretical arguments advanced in “readings.” Case materials include standard Harvard Business School cases, book chapters about individuals (Robert Moses and Henry Kissinger), corporations (e.g., Lehman Brothers and Time Warner), and industries (e.g., the auto industry), and in-class videos
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Check Figures for Problems and Cases Ray Garrison, Eric Noreen, and Peter Brewer Managerial Accounting, 14th Edition |Chapter 1 | | |No check figures | | | |
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Calendar Overall for Case-Study Presentation & Mid-Term Exam – MGT 4760 (Strategic Management) Sem 1, 2012/2013 Sec 8 (M-W) No. | Week | Topics | Class Day | Date | Schedule | Details | | 1 | Chapter 1: The Nature of Strategic Management | 1- Mon 2- Wed | 10/912/9 | | | | 2 | Chapter 2: The Business Vision and Mission | 3- Mon 4- Wed | 17/919/9 | | | | 3 | Chapter 3: The External Assessment | 5- Mon 6- Wed | 24/926/9 | | | | 4 | Chapter 4: The Internal
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Faculty contact (Email-id and Mobile) : ravindra.dey@gmail.com +919820306565 Required text book : Human Resource Management: Text and Cases 7th Edition – K. Aswathappa Additional / Suggested Readings : 1. Human Resource Management – 12th Edition – Gary Dessler & Biju Varkkey 2. Strategic Human Resource Management: A Resource Driven Perspective 1st Edition – Pulak Das Course Objectives: • Developing an awareness and appreciation of the role of contribution
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trade-offs, cost of capital, and capital structure. The pedagogical approach used is a mixture of lectures and case examples. Cases are often used as a vehicle for discussing the complexities of real-world financial problems. To benefit most from this method of teaching, you will want to come prepared to discuss the cases in detail. By the end of the semester, students should be able to: (1) describe essential characteristics of the finance profession and institutions, (2) be conversant in basic
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