disappears, without anyone quite realizing what has happened. The company is still growing, but not as strongly as before, not as efficiently. Everyone’s maxing out, but it seems like there’s molasses in the works. Sound familiar? Sooner or later, it hits you in the face. Imagine you are meeting up with a senior analyst whose opinion counts with some of your company’s biggest investors. You think you’re on safe ground—after all, your company is doing better than the competition. But the analyst is in full
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Focus: A Small Company, A Global Approach Regional Trading Blocks Comparative Management in Focus: Opening Economy Revitalizes India Information Technology The Globalization of Human Capital The Global Manager’s Role The Political and Economic Environment The Legal Environment The Technological Environment Chapter Discussion Questions Application Exercises Experiential Exercise End-of-Chapter Case Study: Under Pressure, Dubai Company Drops Port Deal Additional Cases: India: The Employment
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How China rises What lessons can be drawn from China's spectacular and sustained economic growth? As Hu Jintau remarked at the 17th Congress of the Chinese Communist Party, the period since the previous Congress five years ago has been extraordinary. China's economic achievements have been arousing not only astonishment and admiration but also some anxiety. In the past twelve months alone, The People's Republic of China (PRC) has overtaken Canada as the biggest source of imports to the USA
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March 2005, and in a few days, he would present the AT team’s proposal for the siting of its next AT factory to Intel’s board. The new facility would be Intel’s largest AT plant to date, doubling the size of any existing AT plant and providing the company with more efficient capacity. In 2005, industry average costs to build a new AT factory ran about $80 million with annual operating costs of between $150 and $300 million. He thought back to the fall of 2001, when Intel’s global site selection
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05341_02_ch02_p021-044.qxd 9/25/07 10:01 AM Page 21 CHAPTER 2 OPERATIONS, STRATEGY AND OPERATIONS STRATEGY INTRODUCTION An organization’s operations function is concerned with getting things done; producing goods and/or services for customers. Chapter 1 pointed out that operations management is important because it is responsible for managing most of the organization’s resources. However, many people think that operations management is only concerned with short-term, day-to-day,
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Austin for the second time. We will also provide a live webcast of the meeting. Details regarding admission to the meeting and the business to be conducted are provided in the accompanying Notice of Annual Meeting and Proxy Statement. We will report on Company operations and discuss our future plans. There will also be time for your questions and comments. We sincerely hope you will be able to join us at the Annual Meeting. The fine attendance of our stockholders at annual meetings over the years
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INDIA TRYING TO LIBERALISE: INTRODUCTION The foundation of credible national security is based on the level of economic prosperity and well-being of the population of any country. This is especially so for developing countries like India. The attainment of sustained high economic growth is a necessary condition for improving the national security and the quality of life of the people throughout the country Many developing countries in the Asia-Pacific region, including China and India
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Learning with Cases INTRODUCTION The case study method of teaching used in management education is quite different from most of the methods of teaching used at the school and undergraduate course levels. Unlike traditional lecture-based teaching where student participation in the classroom is minimal, the case method is an active learning method, which requires participation and involvement from the student in the classroom. For students who have been exposed only to the traditional teaching methods
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rise of social media increases importance of online reputation ................................. 4 Buzz monitoring becomes a hygiene factor for businesses seeking to manage risk ................................................................ 6 Companies strive for structured approach and workflow, to make insights actionable ............................................................. 8 Businesses wrestle with ownership and resourcing ................. 10 Digital marketers struggle to find right
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05341_02_ch02_p021-044.qxd 9/25/07 10:01 AM Page 21 CHAPTER 2 OPERATIONS, STRATEGY AND OPERATIONS STRATEGY INTRODUCTION An organization’s operations function is concerned with getting things done; producing goods and/or services for customers. Chapter 1 pointed out that operations management is important because it is responsible for managing most of the organization’s resources. However, many people think that operations management is only concerned with short-term, day-to-day
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