Subject Outline Subject Name: Managing Entrepreneurial Enterprises Code: LB5207:03 Study Period: SP21, 2014 Study Mode: Internal Campus: Brisbane Subject Coordinator: Dr. Boaz Bernstein Pre-requisites: If pre-requisites apply to your subject, provide link to subject in Studyfinder <https://secure.jcu.edu.au/app/studyfinder/index.cfm> e.g., For prerequisites for EV3010, see https://secure.jcu.edu.au/app/studyfinder/index.cfm?subject=EV3010&year=2013&transform=subjectwebview
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speak appropriately to the doctor, operator, and lab. We want them to practice proper phone etiquette. We would also like them to communicate professionally and appropriately to family members or the pastor. 4. Critical Thinking…. We want the learners to think critically using their knowledge of PE’s to know what they should and should not do. We want them to recognize that a PE is a medical emergency and should be reported immediately. We want them to think about the tests that have been run
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Encourages Strategic Thinking Ellen F. Goldman1 and Andrea Casey1 Journal of Leadership & Organizational Studies 17(2) 119–128 © Baker College 2010 Reprints and permission: http://www. sagepub.com/journalsPermissions.nav DOI: 10.1177/1548051810369677 http://jlos.sagepub.com Abstract The ability to think strategically is critical for leaders and managers at multiple organizational levels. Specific work experiences can contribute to the development of an individual’s strategic thinking ability. Culture
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Journal of Business & Economics Research – July 2005 Volume 3, Number 7 Operations Research And Operations Management: From Selective Optimization To System Optimization Jack A. Fuller, (E-mail: jfuller@wvu.edu), West Virginia University C. Lee Martinec, West Virginia University ABSTRACT The focus of this research paper is to discuss the development of Operations Management (OM) and Operations Research (OR) with respect to their use within the organization’s decision-making structure. In
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On How to Build a Moral Machine Paul Bello PAUL . BELLO @ NAVY. MIL Human & Bioengineered Systems Division - Code 341, Office of Naval Research, 875 N. Randolph St., Arlington, VA 22203 USA Selmer Bringsjord SELMER @ RPI . EDU Depts. of Cognitive Science, Computer Science & the Lally School of Management, Rensselaer Polytechnic Institute, Troy, NY 12180 USA Abstract Herein we make a plea to machine ethicists for the inclusion of constraints on their theories consistent with empirical data on
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| SUBJECT NAME : | Managing, leading, stewardship | | SUBJECT NUMBER : | 21937 | | Subject Co-ordinators lecturerstutors | Dr. Walter Jarvis Dr. Natalia Nikolova Dr. Stephen Wearing Management Discipline Group UTS B-School Dr. Walter Jarvis Dr. Natalia Nikolova tba | SUBJECT PRECIS An understanding of managing, leading and stewardship is foundational to the development of students as responsible and accountable leaders, managers, followers and stewards. This subject aims
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| | | | | | | | | | | | | | | | | | | | | | | | | | | | | Module code | Title | TFDS9001 | Postgraduate Dissertation | | Pre-Requisite Module Code(s) | Co-Requisite Module Code(s) | Last Revision Date | ECTS Credits | | | | | | | TFRM9001 (2011-12) Research Methods for Masters Thesis | TFRM9001 (2011-12) Research Methods for Masters Thesis | | 30 | | | | | | Contact Hours | Max Class Size | Duration
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Academic Exchange Quarterly Spring 2001: Volume 5, Issue 1 Assessing the Effectiveness of ProblemBased Learning in Higher Education: Lessons from the Literature Claire H. Major, University of Alabama Betsy Palmer, University of Iowa Major is an assistant professor of higher education administration. <cmajor@bamaed.ua.edu>. Palmer is an assistant professor in the Counseling, Rehabilitation and Student Development department <betsypalmer@uiowa.edu>.
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SYSTEMS THINKING APPROACH AS A UNIQUE TOOL FOR SUSTAINABLE TOURISM DEVELOPMENT: A CASE STUDY IN THE CAT BA BIOSPHERE RESERVE OF VIETNAM Thanh Van Mai Bosch O.J.H School of Integrative Systems, The University of Queensland, QLD 4343, Australia Corresponding author (thanh.mai@uqconnect.edu.au) ABSTRACT Tourism is not simply an industry, but is an open, dynamic and complex system. The system consists of many interacting components and involves many different stakeholders. The development of tourism
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Harald (not his real name) is a high-potential leader with 15 years of experience at a leading European chemical company. He started as an assistant product manager in the plastics unit and was quickly transferred to Hong Kong to help set up the unit’s new Asian business center. As sales there soared, he soon won a promotion to sales manager. Three years later he returned to Europe as the marketing and sales director for Europe, the Middle East, and Africa, overseeing a group of 80 professionals
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