THE PDMA HANDBOOK OF NEW PRODUCT DEVELOPMENT T HIRD E DITION Kenneth B. Kahn, Editor Associate Editors: Sally Evans Kay Rebecca J. Slotegraaf Steve Uban JOHN WILEY & SONS, INC. Cover image: © Les Cunliffe/iStockphoto Cover design: Elizabeth Brooks This book is printed on acid-free paper. Copyright © 2013 by John Wiley & Sons, Inc. All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may
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“Standards and Effects of Employee Satisfaction I N T E R N S H I P R E P O R T A x i a t a L i m i t e d ” “Standards and Effects of Employee Satisfaction I N T E R N S H I P R E P O R T A x i a t a L i m i t e d ” I N T E R N S H I P R E P O R T ON “Standards and effects of Employee Satisfaction At A x i a t a L i m i t e
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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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prepared this report for U.S. EPA under contract to Industrial Economics, Inc. (U.S. EPA Contract # 68-D9-9018). DISCLAIMER The observations articulated in this report and its appendices represent Ross & Associates’ interpretation of the research, case study information, and interviews with lean experts and do not necessarily represent the opinions of the organizations or lean experts interviewed or researched as part of this effort. U.S. Environmental Protection Agency (EPA) representatives have
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flawlessly—but still don’t deliver the expected results? Worse, do you suspect that projects consuming the most resources have the least connection to your company’s strategy? Such chaos describes many companies— but that’s little comfort. The key is to understand the myopia causing these disasters. Most companies deal with projects individually—pushing each through the pipeline as quickly and cost-effectively as possible. But this approach doesn’t help you make vital big-picture decisions: “What mix
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Eighth Edition • Stair, Reynolds Fundamentals of Information Systems, Fourth Edition • Stair, Reynolds Management Information Systems, Sixth Edition • Oz Information Technology in Theory • Aksoy, DeNardis Office Applications in Business Problem-Solving Cases in Microsoft Access & Excel, Sixth Annual Edition • Brady, Monk Succeeding in Business Applications with Microsoft Office 2007 • Bast, Gross, Akaiwa, Flynn, et.al Succeeding in Business with Microsoft Office Excel 2007 • Gross, Akaiwa, Nordquist Succeeding
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Honeywell’s aviation electronic business, would allow the merged entity to bundle their products together. This bundling would, in the view of the European Commission, amount to unfair competition. At the center of the objection is the fact that GE owns a company, Gecas, which is an aircraft-leasing firm. In 2001, Gecas owned 790 aircraft, which it leased to airlines, and managed another 321 aircraft for other investors. The concern of the European Commission was that since GE owned this firm, there
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. Chapter Failure prevention and recovery 19 Eurotunnel response team during one of their regular patrols in the tunnel Source: Eurotunnel Introduction One obvious way of improving operations performance is by preventing failure. Failure is rarely unimportant, but in some operations it is vital that processes do not fail. Failure in aircraft in flight, for example, or electricity supplies to hospitals, or car seat belts, or the emergency services can be literally fatal. For these operations
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IN PRESS Int. J. Production Economics 106 (2007) 323–345 www.elsevier.com/locate/ijpe Organizational structures and the performance of supply chain management Soo Wook Kimà College of Business Administration, Seoul National University, San 56-1, Sillim-dong, Kwanak-gu, Seoul, Republic of Korea Accepted 12 July 2006 Available online 26 September 2006 Abstract The objective of this paper is to suggest a set of best organization structures for efficient supply chain management. For this, this
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CASE: GS-66 DATE: 06/05/09 CISCO SYSTEMS, INC.: COLLABORATING ON NEW PRODUCT INTRODUCTION On November 13, 2007, more than 100 employees of Cisco Systems, Inc. assembled in classic Cisco fashion: they dialed in from multiple locations around the world for an important meeting. The purpose of the gathering was to get the green light from senior management to manufacture a new high-end router that would make the giant networking company more competitive in an age of surging Internet traffic
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