Business Strategies Week One: Strategic Business Continuity and Internal Risk Assessment Details Due Points Objectives 1.1 Identify key firm capabilities. 1.2 Describe the components of sustainable competitive advantage. 1.3 Analyze the influence of the organization on strategic business continuity. Readings Read Ch. 3 of Strategic Management: Competitiveness and Globalization, Concepts and Case. Participation Participate in class discussion. All Days 1 Discussion Questions Respond
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Tainan IIMBA Class Schedule (2015‐Spring Semester)_Draft 7 Section Time 2 9:00‐ 10:00 3 10:00‐ 11:00 4 投資倫理 Investment Ethics 9:10am‐12:00n [Prof.Ann Shawing Yang ] RA‐02 /RA‐302 (62203) (M/PhD) {elective course} 12:00‐ 13:00 Tuesday Wednesday Thursday Friday 5 6 7 專題討論(五) Seminar (5) RA‐23/RA‐323 ( Zero Credit) (M/PhD) {For NCKU Distinguished Scholarship Recipients) 13:00‐ 14:00 14:00‐ 15:00 15:00‐ 16:00 8 16:00‐
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AS Religious Ethics Some key terms: Teleological – the idea that the ‘end’ (effect) of an action should be considered when deciding whether the action is right or wrong. Relativism – morality depends on the situation an individual is in. So one thing can be right in one situation and wrong in another. This approach is adaptable to the situation and it is natural to think of the effects of our actions, however we cannot always accurately predict the effects of our actions. Deontological
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Case 2 Questions 1. Why do you think Starbucks has been so concerned with social responsibility in its overall corporate strategy? In my opinion, Starbucks has been so concerned with social responsibility because it was a way to develop a certain type of respect for the brand. The greater the respect the more profitable the company would be. It also helps their image, to care about the community and its environment. 2. Is Starbucks unique in being able to provide a high level of benefits
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MBA 6301, Business Ethics Course Syllabus Course Description Explores the role of individual, business, and government activities related to ethically responsible commerce and socially beneficial business activity. Prerequisites None Course Textbook Stanwick, P. A., & Stanwick, S. D. (2014). Understanding business ethics (2nd ed.). Thousand Oaks, CA: Sage. Course Learning Outcomes Upon completion of this course, students should be able to: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10
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marketing with other business and commercial disciplines. Students who successfully complete MARK 101 will have the knowledge and ability to: 1. 2. 3. 4. 5. 6. Describe commonly used marketing concepts and terminology Summarise the main marketing tools of products and services, pricing, distribution and communications Explain social responsibility and ethics as they pertain to marketing Describe marketing in New Zealand with respect to the Pacific Basin and global perspective Analyse marketing
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Examination Study Guide This study guide will prepare you for the Final Examination you will complete in Week Five. It contains practice questions, which are related to each week’s objectives. In addition, refer to each week’s readings and your student guide as study references for the Final Examination. Week One: Introduction to Law Objective: Define the functions of law in society. 1. Precedent evolves from a. state and federal constitutions b. state and federal statutes c. the
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[pic] Course Syllabus OPM 511: OPERATIONS MANAGEMENT Summer 2013 Course Overview: This course addresses the management of operations in manufacturing and service firms. The course starts with a general overview of operations management and its relationship to other functions of the business. Managing operations well requires both strategic and tactical skills. During the term, we will consider such topics as: strategic planning, demand planning, process analysis, locating facilities, determining
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Discussion Question #2 Week 1 How might you apply ethical philosophies and principles that summarize what you perceive to be the top five ethical issues challenging health care delivery today? What I perceive to be the top five ethical issues challenging health care delivery today are the following: * Avoiding conflicts of interest * Balancing profits with quality of care * Equal treatment of all patients * Managing decision making capacity of the elderly and very young patients
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commitment to action, the following principles will guide our actions and dictate our management practices. We recognize these principles as the standards we all share and that we should mutually accept. Section A: Standards and Procedures 1. Conflicts of Interest All employees must make appropriate business judgments and actions based upon the best interests here at Company X. All employees must abstain from using personal circumstances such as investments, association, and relationships
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