SYLLABUS STRATEGIC MANAGEMENT MANA 5336-001 Long Summer 2012 Scheduled Meeting Dates: Tuesdays and Thursdays June 5 to August 9 . Time: 5:30 p.m. to 7:50 p.m. Place: COBA 252 Professor: Charles D. Little, Ph.D. Office Hours: Immediately before and after class e-mail: drclittle@gmail.com or UTA email Phone: 817/944-9825 Course Description Integration of the MBA curriculum into a cohesive whole. Treats the several elements of business administration
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International Journal of Business and Management www.ccsenet.org/ijbm How to Change an Organization to Fit the Dynamic Environment: A Case Study on a Telecom Company of China Yong Zhao & Yezheng Liu School of Management of Hefei University of Technology, Hefei 230009, China Tel: 86-551-2904-991 E-mail: hfyongzhao@163.com; liuyezheng@gmail.com The research is finaced by the National Natural Founfation of China. No. 70672097 Abstract This paper aims to explore how an organization changes
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Executive Summary This paper is organized to discuss the framework called the Balanced Scorecard (BSC), by Robert Kaplan and David Norton, translates an R2i's mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system. The BSC was developed to measure both current operating performance and the drivers of future performance. The objectives and measures on a Balanced Scorecard should be derived from the business
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Toward a Theory of Organizational Creativity Richard W. Woodman; John E. Sawyer; Ricky W. Griffin The Academy of Management Review, Vol. 18, No. 2. (Apr., 1993), pp. 293-321. Stable URL: http://links.jstor.org/sici?sici=0363-7425%28199304%2918%3A2%3C293%3ATATOOC%3E2.0.CO%3B2-G The Academy of Management Review is currently published by Academy of Management. Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/about/terms
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School DigitalCommons@ILR CAHRS Working Paper Series Center for Advanced Human Resource Studies (CAHRS) 5-1-2003 Extending the Human Resource Architecture: Relational Archetypes and Value Creation Sung-Choon Kang Cornell University Shad S. Morris Cornell University Scott A. Snell Cornell University, ss356@cornell.edu Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/cahrswp Part of the Human Resources Management Commons This Article is brought to you for
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this paper, Collinson discussed based on shop-floor humor, particular its relationship on the organization. To purpose is to gender identify and working class resistance. 3 main points Collinson made in this paper: * Human as resistance * Human as conformity * Human as control Each element that author gave some exactly examples and databases in the work place and then he analyzed his opinion depend on Willis case study Question 2. There are 3 parts in structure of the paper:
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State University School of Business Administration MGMT 446 – INTERNATIONAL MANAGEMENT Fall, 2011 Dr. Sully Taylor Office hours: 3-5 Tuesdays and by appointment. SBA 560C; email: sullyt@sba.pdx.edu Phone: 503 -725-3761 COURSE CATALOGUE DESCRIPTION AND PREREQUISITES: Study of the managerial functions and problems related to international business activity. The focus of this course is on the management of foreign trade, direct investments, and international operations. In addition
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Building Organizational Trust Kirsimarja Blomqvist Telecom Business Research Center, Lappeenranta University of Technology and Sonera Research, P.O.BOX 20, 53851 LAPPEENRANTA, FINLAND e-mail: Kirsimarja.Blomqvist@lut.fi, mobile +358-40-755 1693 Pirjo Ståhle, Competence, Knowledge and Technology Management, Sonera Ltd, PL 116, 00051 SONERA, FINLAND e-mail: pirjo.stahle@sonera.com ABSTRACT In this paper we study the role of trust in enhancing asymmetric partnership formation. First we briefly
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Technology and Investment, 2013, 4, 92-100 http://dx.doi.org/10.4236/ti.2013.42011 Published Online May 2013 (http://www.scirp.org/journal/ti) Case Study on Tacit Knowledge Management Systems within X Company* Jiangping Wan1,2, Ming Zeng1, Yahui Zhu1 2 School of Business Administration, South China University of Technology, Guangzhou, China Institute of Emerging Industrialization Development, South China University of Technology, Guangzhou, China Email: scutjsp@126.com, zm656690@qq.com, zhuyahui0819@qq
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Journal of Change Management Vol. 6, No. 3, 235 –256, September 2006 Challenging the Code of Change: Part 2. Crossing the Rubicon: Extending the Integration of Change NIGEL LEPPITT Haldane Associates, Middlesex ABSTRACT It has been argued that the two most common approaches to change management adopted by organizations, Theory E and Theory O, represent an inefficient dichotomy and integrating elements of both into any change initiative has been proposed. The dichotomy in a Theory E approach
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