continues to be experienced by many women and some men in a variety of organizational settings. Since sexual harassment is such a large topic, let consider three aspects. First, with a focus on the workplace Sexual harassment as it pertains to management and organizations, to synthesize the accumulated state of knowledge in the field. Second, evaluate this evidence, highlighting competing perspective. Third, canvass areas in need of further investigations. Sexual harassment is a form of gender-based
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Syllabus MGT 496 Strategic Management and Policy, Spring 2016 Instructor: | Dr. Jim Sundali | Office: | 401D Business Administration | Class: | MW 1:00 & 4:00 in AB 102 | Office Hours: | MW 11:00-12:45 | Phone: | 775-682-9176 | E-mail: | jsundali@unr.edu (best way) | Web Site: | http://www.business.unr.edu/sundali/ | WebCampus: | http://wcl.unr.edu | Catalog Description Emphasis on the application of knowledge from all functional areas of business to organizational
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STRATEGIC MANAGEMENT TEXAS EXECUTIVE MBA PROGRAM FALL 2011 Professor David B. Jemison CBA 3.232 Telephone 471-8757 David.Jemison@mccombs.utexas.edu Texts: Porter, Michael E. Competitive Strategy. (New York: Free Press, l998). Course Description Perspective and Themes This course is about the creation and maintenance of a long-term vision for the organization. This means that it is concerned with both the determination of strategic direction and the management of the strategic
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utilities 9130 Experiment/theoretical treatment 5340 Safety management 2400 Public relations Locations: United States--US Author(s): Tim Sullivan Henry Cano Document types: Feature Case Study Publication title: Management Quarterly More options ↓ | | close ↑ INTRODUCING A BALANCED PERFORMANCE SCORECARD FOR ELECTRIC COOPERATIVES: A TOOL FOR MEASURING AND IMPROVING RESULTS Tim Sullivan, Henry Cano. Management Quarterly. Washington: Winter 2009. Vol. 50, Iss. 4; pg. 12, 16
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racked with stress, insecurity, tough decisions and 60-hour weeks, you might expect a resurgence of a management model, based on Machiavelli's Prince, Leonia Helmsley or some other Theory-X icon. Instead, there's a stirring in the opposite direction: A flood of management books, articles and musings that propose the idea of leading from a service perspective; managing from the heart, value-based management, sensitivity and vulnerability. (1995, p 40) Examples of servant leadership are dated back to
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initially appeared, would quickly overrun local rivals and grab the market for almost every product or service. After all, they possessed state-of-the-art technologies and products, enormous financial resources, powerful brands, and the world’s best management talent and systems. Poor nations
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Selling the Brand Inside by Colin Mitchell Reprint r0201j January 2002 HBR Case Study Bob’s Meltdown Nicholas G. Carr r0201a First Person Saving the Business Without Losing the Company Carlos Ghosn r0201b HBR at Large How Snapple Got Its Juice Back John Deighton r0201c Leading in Times of Trauma Jane E. Dutton, Peter J. Frost, Monica C. Worline, Jacoba M. Lilius, and Jason M. Kanov r0201d Getting It Right the Second Time Gabriel Szulanski and Sidney Winter
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across industries, along with the importance of scale economies. In some industries, such as microprocessors and airframe manufacturing, economies of scale are huge and a few large firms dominate. In other industries, such as apparel design and management consulting, scale economies are minimal and small firms are the norm. Some industries, such as beer and computer software, have large market leaders (Anheuser-Busch, Microsoft), yet small firms (Boston Beer Company, Blizzard Entertainment) fill
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Contents Preface Acknowledgments ix xiii PART ONE OVERVIEW OF STRATEGIC MANAGEMENT 1. Strategic Management The Nature and Value of Strategic Management Dimensions of Strategic Decisions 4 Formality in Strategic Management 9 Benefits of Strategic Management 11 Risks of Strategic Management 11 The Strategic Management Process 11 Strategic Management as a Process 16 Summary 18 Key Terms 19 Questions for Discussion 19 2 3 PART TWO STRATEGY FORMULATION 2. SM_Prelims
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Managerial Accounting: Chapter 1: Managerial Accounting: An Overview - This chapter explains why managerial accounting is important to the future careers of all business students. It answers three questions: (1) What is managerial accounting? (2) Why does managerial accounting matter to your career? (3) What skills do managers need to succeed? It also discusses the importance of ethics in business and corporate social responsibility. □ What is Managerial Accounting? | Financial Accounting
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