CHAPTER 4 CHAPTER OUTLINE What Is Managerial Ethics? Criteria for Ethical Decision Making Utilitarian Approach Individualism Approach Moral Rights Approach Justice Approach Factors Affecting Ethical Choices The Manager The Organization What Is Social Responsibility? Organizational Stakeholders The Ethic of Sustainability and the Natural Environment Evaluating Corporate Social Performance Economic Responsibilities Legal Responsibilities Ethical Responsibilities Discretionary Responsibilities
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------------------------------------------------- 1. Which of the following is NOT a step that might be used to improve the quality of a firm’s marketing intelligence? ------------------------------------------------- A. Watching how the stock market reacts to interest rate changes B. Motivating distributors to pass along important intelligence from the marketplace. C. Collecting competitive intelligence by buying a competitor’s products D. Setting up a consumer panel -------------------------------------------------
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| Business Strategy | Assignement | 24/05/2010 | | | | “Making your organisation fit for purpose” Starbucks Coffe Company is the world leading brand in roasting and distributing coffee. The company owns now more than 15 000 coffee shops around the globe: it is settled in North America, Latin America, Europe, Middle-East and Asia. The diversity and depth of its offer (from smooth to extra roasted coffee, African, Arabian or Latin, and all the muffins, cookies and sandwiches)
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Chaudhary, managing director of Yum! Restaurants India, felt eager to expand its market offerings. He pulled out the morning newspaper and impatiently ruffled through the pages until he reached the business section. He paused briefly, folded the paper and leaned forward to read better. Focusing his attention on the article, which contrasted the cooling market with the heated competition in the quick service restaurant (QSR) business, Chaudhary said to himself, “What should we do to sustain our
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gra25154_ch01_002-019.qxd 3/8/07 3:17 PM Page 2 Estimate 5 Project networks 6 Scheduling resources/costs 8 Define project 4 Reducing project duration 9 Introduction 1 Organization 3 Managing risk 7 Monitoring progress 13 Audit and closure 14 Oversight 16 Strategy 2 Leadership 10 Teams 11 Outsourcing 12 International projects 15 Modern Project Management What Is a Project? The Importance of Project Management Project Management Today—An Integrative
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Why Has IPO Underpricing Increased Over Time? Tim Loughran University of Notre Dame P.O. Box 399 Notre Dame IN 46556-0399 219.631.8432 voice Loughran.9@nd.edu and Jay R. Ritter University of Florida P.O. Box 117168 Gainesville FL 32611-7168 352.846.2837 voice ritter@dale.cba.ufl.edu http://bear.cba.ufl.edu/ritter March 18, 2002 We wish to thank Hsuan-Chi Chen, Craig Dunbar, Todd Houge, Josh Lerner, Alexander Ljungqvist, Donghang Zhang, two anonymous referees, and seminar participants
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BAKED BY MELISSA MARKETING PLAN May 2 , 2011 nd TABLE OF CONTENTS: I. Executive Summary II. Situation Analysis o Market Summary Target Market Demographics Geographic Demographics Behavior Factors Market Needs Market Trends Market Growth o SWOT Analysis Strengths Weaknesses Opportunities Threats o Competition o Product Offering o Keys to Success o Critical Issues III. Marketing Strategy o Mission o Marketing Objectives o Financial Objectives o Target Markets o Positioning o
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ARTICLE IN PRESS Journal of Accounting and Economics 39 (2005) 509–533 www.elsevier.com/locate/jae To blame or not to blame: Analysts’ reactions to external explanations for poor financial performance$ Jan Barton, Molly Mercerà Goizueta Business School, Emory University, Atlanta, GA 30322, USA Received 3 March 2003; received in revised form 17 March 2005; accepted 4 April 2005 Abstract Managers often provide self-serving disclosures that blame poor financial performance on temporary external
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Milkovich−Newman: Compensation, Eighth Edition II. External Competitiveness: Determining the Pay Level 7. Defining Competitiveness © The McGraw−Hill Companies, 2004 Chapter Seven Defining Competitiveness Chapter Outline Compensation Strategy: External Competitiveness Control Costs Attract and Retain Employees What Shapes External Competitiveness? Labor Market Factors How Labor Markets Work Labor Demand Marginal Product Marginal Revenue Labor Supply Modifications to the Demand Side Compensating
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CISSP: The Domains Table of Contents INTRODUCTION 4 DOMAIN 1: ACCESS CONTROL WHAT’S NEW IN ACCESS CONTROL? AN OVERVIEW 5 5 7 DOMAIN 2: SOFTWARE DEVELOPMENT SECURITY WHAT’S NEW IN APPLICATIONS SECURITY (NOW SOFTWARE DEVELOPMENT SECURITY)? AN OVERVIEW 9 9 10 DOMAIN 3: BUSINESS CONTINUITY & DISASTER RECOVERY WHAT’S NEW? AN OVERVIEW 12 12 13 DOMAIN 4: CRYPTOGRAPHY WHAT’S NEW? AN OVERVIEW 17 17 18 DOMAIN 5: INFORMATION SECURITY GOVERNANCE & RISK MANAGEMENT
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