The current issue and full text archive of this journal is available at www.emeraldinsight.com/0951-3558.htm IJPSM 24,3 Knowledge sharing among public sector employees: evidence from Malaysia Manjit Singh Sandhu Department of Management, School of Business, Monash University, Sunway Campus, Malaysia 206 Received 10 September 2009 Revised 2 April 2010 Accepted 27 April 2010 Kamal Kishore Jain Indian Institute of Management, Indore, India, and Ir Umi Kalthom bte Ahmad Implementation
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BAB111 Revised January 12, 2005 ILinc Case Study of a Start Up “It’s been a long semester,” thought Mark Bernstein. “I have spent a lot of time with Degerhan working on our business plan for our proposed new venture, Interactive Learning Corporation, but can we really make it go? Should we even try? I’ve got a good job waiting for me with a large corporation. Is the upside potential of ILinc great enough to justify taking the risk?” Mark Bernstein and Degerhan Usluel knew each other from
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types of accommodation, due to a handicapping condition, should advise the instructor within the first week of classes and must present the appropriate documentation Attendance, Exam & Assignment Makeup Policy UNIVERSITY ATTENDANCE POLICY Effective Fall Semester 2009 Each student is expected to attend all lectures, seminars, laboratories and field work for each registered class, including the first class session, in order to verify registration with instructors and to complete all work assigned
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that the students get from it can be used as a tool to solve some problems they might encounter in daily life. Attaining the quality of students’ performance is a top priority of the teacher. But there are times that teacher feel like they are ineffective especially when their students got failed on the assessment of learning. After those bundles of effort they have prepared like making the lesson plan, selection and use of teaching strategies and instructional materials, etc. still their students
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leadership? Are western theories of leadership relevant to non-Western cultural settings? Illustrate with examples.2009/2010 3. Are Western theories of leadership relevant in Non-Western cultural settings? Illustrate with examples. 2008/2009 4. Leadership is critical for the success or failure of international operations, and what is effective in one country might be considered as ineffective in another culture. Select two leaders from two different cultures and compare and contrast their leadership
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and expectancy theory. The organizational example is that of a robotics’ manufacturing firm. Leadership and management includes trait theory of leadership, leader behavior theories which focuses on the Michigan Studies and The Ohio state studies and contingency theories of leadership which includes Fiedler’s Contingency theory and the |Path – Goal theory of leadership. This is followed by the fourteen principles of management. The organizational example is that of Continental |Airlines. Lastly, there
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of Program Executive Office – Enterprise Information Systems (PEO-EIS) Operational and Strategic Initiatives Jack Montgomery Salisbury American Public University System Abstract This paper presents the observations of a PEO-EIS employee and presents the findings and recommendations he would employ if he were entering the organization at the senior management level. Specifically, this paper addresses perspectives of the PEO-EIS and his Chief Information Officer in the operation and strategic
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transferring a successful business model overseas. Tesco reportedly spent a decade preparing for the launch of its Fresh & Easy chain on the West coast of America, with its top executives even spending time living with Californian families to observe the way they lived and ate. Yet six years after it opened, it announced it was pulling out - costing the firm a hefty £1.2bn. Similarly one of the world's best known brands, US giant Starbucks, was forced to close almost three quarters of its shops in Australia
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Introduction Labour markets may be local or international in their scope and are made up of smaller, interacting labour markets for different qualifications, skills, and geographical locations. They depend on exchange of information between employers and job seekers about salary, conditions of employment, level of competition, and job location. The nominal market in which workers find paying work, employers find willing workers, and wage rates are determined.(Jenkins, 2004) Graduated market place
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98 harvard business review December 2012 IllustratIon: harry campbell hbr.org 4 and Amy L. Tucker Ways to Reinvent Service Delivery How to create more value for your customers and you by Kamalini Ramdas, Elizabeth Teisberg, “It felt lIke an elephant was sIttIng on my chest,” the patient explained. The doctor nodded understandingly. But the doctor was not the only one nodding her head. “You can put me down for that one as well,” quipped another patient. This is Club Red, a shared-medical-appointment
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