EFM Academy – Summary: Essentials of contemporary management, Gareth R. Jones, Jennifer M. George / Marketing – Real People, Real Choices, Solomon / Marshall / Stuart Essentials of Contemporary Management Chapter 1 What is Management? – The Management Process Today Management is the planning, organizing, leading and controlling of human and other resources to achieve organizational goals efficiently and effectively Achieving high performance: a manger’s goal Organizational performance
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Annu. Rev. Anthropol. 1999. 28:i–xxiii Copyright © 1999 by Annual Reviews. All rights reserved WHAT IS ANTHROPOLOGICAL ENLIGHTENMENT? Some Lessons of the Twentieth Century Annu. Rev. Anthropol. 1999.28:i-xxiii. Downloaded from www.annualreviews.org by 197.179.183.136 on 11/03/13. For personal use only. Marshall Sahlins Department of Anthropology, University of Chicago, Chicago, Illinois 60637; e-mail: m-sahlins@uchicago.edu Key Words: modernity, indigenization, translocality, culture
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alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest. Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning
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competition, strategy, and productivity. After you have read Chapter 2, you will understand the importance of the operations function relative to the goals of a business organization. This chapter also describes time-based strategies, which many organizations are now adopting as they seek to become more competitive and to better serve their customers. Introduction to operations management includes two chapters: 1 2 Introduction to Operations Management, Chapter 1 Competitiveness, Strategy, and Productivity
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2 Literature review 5 2.1 HR strategies 5 2.2 Training and development 7 2.3 Compensation 8 2.3.1 Financial compensation 8 2.3.2 Non-financial compensation 10 3 Human resource practices in Southwest Airlines 11 3.1 Human resource strategies in Southwest Airlines 11 3.1.1 Southwest Airlines Strategies 11 3.1.2 Role of HR Strategies in implementing Southwest Airlines’ strategies 12 3.1.3 Southwest Airlines human resources strategies and tactics 14 3.2 Training and
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hangouts. These companies sell similar product but their positioning and target audience are very different from each other. These players not only sell coffee and tea but also food and other merchandise items. Despite of serving to different audience, these players compete with themselves. Each player fights for its own share of market. They try to differentiate themselves by the way of product or price
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- PAGE 7-11 CHAPTER 3 COMPANY PROFILE - PAGE 12-63 * COCA-COLA COMPANY - PAGE 13-17 * GLOBAL MARKET SHARE OF COCA-COLA - PAGE 17-18 * TRENDS AND FORCES - PAGE 19-22 * POTER’S FIVE FORCES
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Strategia aziendale - Formulazione ed esecuzione Arthur A. Thompson, A. J. Strickland III, John E. Gamble Copyright © 2009 - The McGraw-Hill Companies srl Case 1 Costco Wholesale Corporation: Mission, Business Model, and Strategy he was prone to display irritation when he disagreed sharply with what people were saying to him. In touring a Costco store with the local store manager, Sinegal was very much the person-in-charge. He functioned as producer, director, and knowledgeable critic
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www.it-ebooks.info www.it-ebooks.info E L E V E N T H E D I T I O N MARKETING MISTAKES AND SUCCESSES 3 0 T H A N N I V E R S A RY Robert F. Hartley Cleveland State University JOHN WILEY & SONS, INC. www.it-ebooks.info VICE PRESIDENT & PUBLISHER EXECUTIVE EDITOR ASSISTANT EDITOR PRODUCTION MANAGER PRODUCTION ASSISTANT EXECUTIVE MARKETING MANAGER ASSISTANT MARKETING MANAGER MARKETING ASSISTANT DESIGN DIRECTOR SENIOR DESIGNER SENIOR MEDIA EDITOR George Hoffman Lise Johnson
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...........12 2.1 From the beginning: 1948-1983........................................... 12 2.2 General management and a new performance regime: 1984-1990........................................................................ 14 2.3 The quasi-market: 1991-97 ................................................. 16 2.4 Investment and reform: 1997-2008...................................... 17 2.5
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