Business School 9-298-016 Rev. April 2, 1998 Chase Manhattan Corporation: The Making of America's Largest Bank * In mid-August 1995, Walter Shipley, chairman and CEO of Chemical Banking Corporation, was preparing to leave the bank’s Manhattan headquarters building after a long day. For the past four weeks he and other senior Chemical managers had been in intensive negotiations with their counterparts at Chase Manhattan Corporation, including that bank’s chairman and CEO Thomas Labrecque. At issue
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Revolution, there is a New Revolution. The Macintosh has given birth to OS X and the Digital Age. Structure of Current Business Model The current Apple business model follows three broad industry categories: Software Engineering, Hardware Manufacturing, and Retail. In essence, Apple is a conglomeration of three successful but completely different company types: Microsoft, Dell and The Gap. It is
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http://www.easy-strategy.com/strategy-gurus.html Home Sitemap Contact Us Articles Speaker Seminars Consulting Negotiation War Room Osama El-Kadi Easy Strategy Videos Stories Gurus 36 Strategies Art of War News Build a Site My Books History Management & Strategy Gurus and Masters The complete A to Z Guide ABCDEFGHIJKLMNOPQRSTUVWXYZ A point of clarification before you start your journey with the gurus and masters: a Guru is a person who is very knowledgeable and teaches a particular strategy
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P A R T I I Be Creative W hat is the greatest difficulty people have in thinking about problems and issues? The standard answer is “the difficulty of evaluating the various solutions and choosing the best one.” In some cases, this may be true. But two other difficulties are equally troublesome: identifying problems and issues before they become crises, and getting beyond common, unoriginal solutions to creative ones. The first chapter in this part introduces the creative process. The other chapters
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Labor Unions in the United States Posted Mon, 2010-02-01 17:21 by Anonymous Gerald Friedman, University of Massachusetts at Amherst Unions and Collective Action In capitalist labor markets, which developed in the nineteenth-century in the United States and Western Europe, workers exchange their time and effort for wages. But even while laboring under the supervision of others, wage earners have never been slaves, because they have recourse from abuse. They can quit to seek better employment
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1 { { { Management Communication in Transition This book will argue that management communication is the central skill in the global workplace of the twenty-first century. An understanding of language and its inherent powers, combined with the skill to speak, write, listen, and form interpersonal relationships, will determine whether you will succeed as a manager. At the midpoint of the twentieth century, management philosopher Peter Drucker wrote, “Managers have to learn to know language, to
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National Differences in Political Economy Learning objectives • Understand how the political systems of countries differ. • Understand how the economic systems of countries differ. • Understand how the legal systems of countries differ. • Be able to explain what determines the level of economic development of a nation. • Discuss the macro-political and economic changes taking place worldwide. • Describe how transition economies are moving towards
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LDR/531 isn’t available until Sep. 03 and has 30 questions. LDR 531 FINAL EXAM PREP 1) Mintzberg concluded that managers perform 10 different, highly interrelated roles. Which of the following is one of the broad categories into which these roles might be grouped? A) intrapersonal B) institutional C) decisional D) affective E) reflective 2) Over the past two decades, business schools have added required courses on people skills to many of their curricula. Why have they done this? A. Managers
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9 Formal Reports and Proposals he distinctions between formal and informal reports are often blurred. Nevertheless, a formal report is usually written to someone in another company or organization. Occasionally it is written for a senior manager in the same company, or for someone with whom the writer has little regular contact. Usually it is longer than an informal report and requires more extensive research. Unless you are a consultant, you are unlikely to be asked to write a formal
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Management∗ Xiande Zhao Department of Decision Sciences and Managerial Economics, Chinese University of Hong Kong, Shantin, NT Hong Kong, e-mail: Xiande@baf.msmail.cuhk.edu.hk Barbara B. Flynn† Kelley School of Business, Indiana University, 801 W. Michigan St., BS 4010, Indianapolis, IN 46033, e-mail: bbflynn@iupui.edu Aleda V. Roth Department of Management, College of Business and Behavioral Sciences, Clemson University, 343A Sirrine Hall, Clemson, SC 29634, e-mail: aroth@clemson.edu ABSTRACT
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