How to Successfully Manage High Risk, High Reward Learning Projects!Tatainteractive1
http://tatainteractive.com/ - Tata Interactive Systems provides more detail on best practices that help you learn how to manage projects which involves high risk and making it high rewarding initiative at the same time. Any initiative that starts out with a limited timeline automatically increases the risk of achieving a successful outcome. Learn more on how you can manage your valuable projects!
9 Attributes Of A World-Class Channel ChiefImpartner
This eBook provides an extensive and thought provoking look at the attributes required to be a top channel chief in today's market, which more and more must match that of other C-suite players or they risk channel performance that lags behind competitors and being replaced by leaders with a more contemporary skill set.
4 Ways to Emerge from COVID-19 Stronger!Dan Goldstein
Managed IT Service Providers are well-positioned to emerge from the COVID pandemic stronger than ever. It takes discipline and focus. These tips are designed to spark ideas on where MSPs should be focusing to come out of COVID-19 more successful than ever.
Growing your business requires investment—but with so many competing priorities, where should you focus your time, money and expertise?
Start with a resource you already have that can drive both profitability and customer satisfaction: your employees.
Studies have proven that companies with engaged employees had 2.6 times the earning per share growth of companies with below average employee engagement and 86% higher success rates on customer metrics.
In our latest white paper, learn the four key requirements of effective employee engagement and how treating your employees like customers can improve your business.
Porsche-Like 987 Strategy for SearchFunderPaul Menig
The document discusses various topics related to valuing and growing a business, including the 8 drivers of company value, 9 basic strategic areas, and tools for assessing acquisition targets, business acceleration, and more. The 8 drivers of company value listed are financial performance, growth potential, structure, valuation, recurring revenue, monopoly control, customer satisfaction, and ability to operate without a key employee. The document provides summaries and overviews of different approaches and considerations for building and assessing business value.
The Ultimate Guide to Quality Software Through OffshoringcoMakeIT
The document provides guidance on successfully offshoring software development through establishing trust and transparency between onshore and offshore teams. It emphasizes that software development is a people-centric business that requires aligning teams' knowledge and ambitions. Specifically, it recommends overcoming barriers like "not-invented-here" thinking and establishing trust from the beginning through honesty and transparency. It also advises treating the process of setting up an offshore team as an exciting opportunity rather than a problem to be solved.
Kenny & Company Management Consulting - Portfolio Management January 2018Will Yen
What is Portfolio Management?
Project Portfolio Management: “Everyone says they are doing it, but few are, and those that are, are unsure if they are doing it right.”
The Ultimate Buyer's Guide to Employee Advocacy SolutionsGeorge Kobakov
This document provides guidance for enterprises on implementing an employee advocacy program. It addresses common concerns that may arise when presenting the idea to executives, marketing, HR, legal, and IT. For each stakeholder group, it outlines 2-3 typical objections and recommends responses. It also provides a suggested overall timeline for setting up an employee advocacy strategy and conducting an internal audit. The document aims to help navigate the procurement process and develop an effective social business strategy.
How to Successfully Manage High Risk, High Reward Learning Projects!Tatainteractive1
http://tatainteractive.com/ - Tata Interactive Systems provides more detail on best practices that help you learn how to manage projects which involves high risk and making it high rewarding initiative at the same time. Any initiative that starts out with a limited timeline automatically increases the risk of achieving a successful outcome. Learn more on how you can manage your valuable projects!
9 Attributes Of A World-Class Channel ChiefImpartner
This eBook provides an extensive and thought provoking look at the attributes required to be a top channel chief in today's market, which more and more must match that of other C-suite players or they risk channel performance that lags behind competitors and being replaced by leaders with a more contemporary skill set.
4 Ways to Emerge from COVID-19 Stronger!Dan Goldstein
Managed IT Service Providers are well-positioned to emerge from the COVID pandemic stronger than ever. It takes discipline and focus. These tips are designed to spark ideas on where MSPs should be focusing to come out of COVID-19 more successful than ever.
Growing your business requires investment—but with so many competing priorities, where should you focus your time, money and expertise?
Start with a resource you already have that can drive both profitability and customer satisfaction: your employees.
Studies have proven that companies with engaged employees had 2.6 times the earning per share growth of companies with below average employee engagement and 86% higher success rates on customer metrics.
In our latest white paper, learn the four key requirements of effective employee engagement and how treating your employees like customers can improve your business.
Porsche-Like 987 Strategy for SearchFunderPaul Menig
The document discusses various topics related to valuing and growing a business, including the 8 drivers of company value, 9 basic strategic areas, and tools for assessing acquisition targets, business acceleration, and more. The 8 drivers of company value listed are financial performance, growth potential, structure, valuation, recurring revenue, monopoly control, customer satisfaction, and ability to operate without a key employee. The document provides summaries and overviews of different approaches and considerations for building and assessing business value.
The Ultimate Guide to Quality Software Through OffshoringcoMakeIT
The document provides guidance on successfully offshoring software development through establishing trust and transparency between onshore and offshore teams. It emphasizes that software development is a people-centric business that requires aligning teams' knowledge and ambitions. Specifically, it recommends overcoming barriers like "not-invented-here" thinking and establishing trust from the beginning through honesty and transparency. It also advises treating the process of setting up an offshore team as an exciting opportunity rather than a problem to be solved.
Kenny & Company Management Consulting - Portfolio Management January 2018Will Yen
What is Portfolio Management?
Project Portfolio Management: “Everyone says they are doing it, but few are, and those that are, are unsure if they are doing it right.”
The Ultimate Buyer's Guide to Employee Advocacy SolutionsGeorge Kobakov
This document provides guidance for enterprises on implementing an employee advocacy program. It addresses common concerns that may arise when presenting the idea to executives, marketing, HR, legal, and IT. For each stakeholder group, it outlines 2-3 typical objections and recommends responses. It also provides a suggested overall timeline for setting up an employee advocacy strategy and conducting an internal audit. The document aims to help navigate the procurement process and develop an effective social business strategy.
3 Proven Methods to Optimize Your 2018 Strategy and Goals through Culture and...Paige Pulaski
Change management is done through culture. Understanding the strengths of your human capital is imperative to fully implementing a plan and expecting successful execution. As you’re investing time, energy and budget into planning for 2018, you should be asking questions such as, “Do our current employees have the right skills? Do we have the right people in the right roles? If not, how do we remove these barriers?”
You’re checking the most important box – getting a plan in place that, when executed, will propel your organization to the next level. However, many organizations are failing to run the proper diagnostic before implementation to make sure all your assumptions are, in fact, true and in working order. Optimizing your plan is imperative, but execution in 2018 looks bleak without optimizing your workforce first.
In this webinar recording, Tanya Bakalov of BetterSkills, Inc. discusses how to achieve the most success with your plans for 2018 by giving three ways to fully assess the teams you’re trusting to execute.
You will learn how to:
>> Gauge the “do-ability” of your plan with your organization’s current skills
>> Delegate initiative assignments to use each employee in their best capacity
>> Motivate employees to be agents of change and dedicated to your organization’s success
Keys to driving a collaborative culture - Feico Mol, Atlassian #CCD2014Communardo GmbH
1) The document discusses Atlassian's tools for collaboration, including Confluence and HipChat. It provides information on new features for both tools, such as inline comments and file collaboration for Confluence.
2) Atlassian's values of being open and building with heart are discussed, along with how they ensure their culture persists as the company grows internationally.
3) Presenters argue that Atlassian's tools allow them to live their values virtually across many continents by facilitating real-time collaboration through features like video chat and file sharing in HipChat.
This document discusses how to achieve corporate objectives through employee engagement. It outlines John Doe's presentation for the New Standard Corporation on implementing a comprehensive employee recognition program. The presentation covers key topics like understanding employee concerns, developing an engagement strategy, implementing a points-based recognition portal called Total Vision, and anticipated 3-year results including increased employee engagement, customer satisfaction, and profits.
This document summarizes the key findings from a presentation on effective nonprofit communications teams. The presentation covered various models of communications team structures and their relationship to effectiveness. It was found that integrated teams, which merge communications, fundraising, and program goals, ranked themselves as most effective and had the highest marketing maturity scores. Centralized teams and internal agency teams also scored well. CEO-led teams, with smaller and less strategic teams, ranked themselves as least effective. Differences between effective and ineffective teams centered around collaboration, clarity of roles and responsibilities, relationships with executive leadership, and dedicated communications budgets.
Greetings from SIMCON !
Wish you Merry Christmas and Happy New Year !
It gives us immense pleasure to present you December Edition of our monthly newsletter "BEACON".
This issue covers articles on HR consulting (by our SIMSREE student Mr. Avdhoot Patane), IT consulting, book review of 'The Mckinsey Mind', industry related recent news and quiz.
Hope you enjoy reading the newsletter ! Do provide your valuable feedback.
For more updates on consulting industry, keep visiting our FB page.
http://www.facebook.com/SimCon
The document discusses policy deployment as a process for aligning strategy execution across an organization. It begins by explaining the importance of strategy and outlines the policy deployment process. This includes developing objectives at each level of the organization from corporate down to individual employee objectives. Projects are then selected and prioritized to achieve the objectives. Progress is monitored using metrics in a policy deployment matrix to ensure the strategy is executed successfully.
How to get buy-in for your people analytics from the boardroom and beyond.The Happiness Index
This talk at the Mission Critical HR Analytics conference in London looked to help HR professionals with their people analytics, most importantly - how to get buy-in for their program from their board as well as their staff. The presentation covers:
- Engaging teams from the outset
- Securing buy-in from the boardroom by making data relevant
- Getting the frequency, language and questions right
- Improving response rates for maximum insight
- Building trust internally – anonymous vs. identified responses
- Best practice for creating a compelling employee engagement strategy
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
What do next generation leaders say they need to be 'future ready'? This report is from 200+ next generation leaders attending the #AICPA_EDGE Conference in Las Vegas in August, 2016.
Next Gen leaders will be called to lead in a different environment than many leaders of the past. These times of exponential change will require a different skill set. They will be leading in transformational and adaptive times which require new skills and new practices.
This report highlights top challenges, top skills, insights from the session and more.
These polls were integrated during a presentation on "The Future Ready CPA" where we covered the 5 C's - Context, Certainty, Capacity, Competency, and Core Purpose & Values.
We are living in “exponential times” where the size, scale and scope of change is incredible. That means there are incredible opportunities for those who can see through the fog of uncertainty and anticipate what’s next. The biggest opportunity is to harness the wisdom of our older generations with the fresh perspectives of the tech-savvy younger generations. The next generation of leaders is enthusiastically ready to have a seat at the table. The future is not created; the future is co- created. Let’s get to work!
beaconstreetpartners-theintegratedemployeeexperience-151026011852-lva1-app6892James A. Morin
1. The document proposes an integrated employee experience platform that combines employee engagement software, internal communications tools, and branded physical environments.
2. The platform aims to increase employee engagement, improve team communication and retention, and provide management insights through tracking employee activities and attitudes.
3. It incorporates desktop and mobile apps, digital signage, rewards and recognition programs, and customized physical office spaces to foster a culture of community and collaboration across the employee experience.
1. The document proposes an integrated employee experience platform that combines employee engagement software, digital signage, mobile apps, and branded physical environments.
2. The platform aims to increase employee engagement, improve team communication, and retain top talent by measuring and rewarding contributions and providing opportunities for recognition, collaboration, and community building.
3. It utilizes data visualization, content management systems, and customized mobile apps to facilitate individual growth, team success, and an ongoing culture of community across physical and digital workspaces.
Moving Mountains discusses how investing in human capital through performance and talent management software can drive significant financial results for companies by improving strategy execution. It summarizes research showing customers of SuccessFactors saw faster communication of strategy, goal setting, focus on priorities, and project completion after implementing the software. The document advocates aligning employees' performance with strategy to realize the full potential value of the strategy. It argues the greatest lever for performance is human capital, since employees drive 85% of financial results, and performance management software can help companies better understand and improve the distribution of performance levels among their workforce.
Introducing Team Sterka - Supercharging digital product teams with soft skillsTrenton Moss
Team Sterka provides training and coaching to help digital product teams improve their soft skills like leadership, emotional intelligence, and resilience. They offer a "Soft Skills as a Service" program that includes bi-weekly training sessions, leadership coaching, and ongoing engagement to help teams collaborate better, resolve conflicts, and inspire stakeholders. The program aims to improve team performance, productivity, retention, and well-being over the long-term.
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
Would you believe managers can lower employee turnover simply by asking how they can help?
Stay interviews have been shown to reduce turnover by more than 20%, preventing high performing employees from jumping ship. How? By building trust between managers and employees.
In this webinar you'll learn:
Study data that drives home the importance of supervisor effectiveness
Specific stay interview tools including questions to ask, data to record, and potential solutions
The four required skills leaders must learn to make their interviews successful
11 Proven Approaches to Customer Feedback Employee EngagementGenroe
This document outlines 11 proven approaches to improving customer feedback and employee engagement: 1) have a strong change management focus, 2) introduce Employee NPS, 3) share insights with customers and employees, 4) empower employees to tag bad business processes, 5) team NPS targets and personal development plans rather than individual targets, 6) appoint customer champions, 7) brand the NPS process, 8) create "Vox Pop" videos to share success stories, 9) have senior management call employees associated with top ratings, 10) push positive customer comments into reward programs, and 11) add NPS to the employee induction program. It also advertises a free guide to implementing NPS from Genroe, an Australian customer experience management
InstructionsFor this week’s assignment, you will synthesize the .docxdirkrplav
Instructions
For this week’s assignment, you will synthesize the most relevant information in the situation below, and present a solution in your own words, using your own analysis. You will not use all of the information included in the scenario. Remember it is not appropriate to cut and paste entire sections from the situation to substitute for your own analysis.
The objective of the assignment is to organize your message in a way that will be most effective in persuading the Chief Executive Officer (CEO) to take action.
Situation: Convincing the CEO to Approve a Public Relations Plan
You are the director of public relations for Easy to Be Green, the innovative new company that helps homeowners, businesses, and municipalities become more environmentally friendly. The company has been active in environmental issues in the community since its founding a few years ago and generally has good community relations. Recently EBG’s director of research, who is strongly opinionated about environmental issues, spoke in public about the environmental practices of some local companies who employ many people in the community. Lately, you’ve found that some of your local contacts seem a little less interested in EBG’s public relations initiatives, and there has even been a small drop in sales. There may be no connections between these events, but you want to be proactive about the company’s community relations.
You also want to protect the company against charges of hypocrisy. The other day you as walked through the parking lot, it occurred to you that the majority of the employees drive SUVs, pick-ups, and other kinds of gas guzzlers. This includes the CEO, whose family car is a luxury sedan. The company’s delivery and service vans are also not the most environmentally-friendly vehicles.
After a little research, you come up with a tentative plan. You have learned that a local hybrid car dealership has been offering an interesting deal. Employees of companies that buy hybrids as company vehicles can get discounts when they buy hybrids for themselves. You think that the company should consider purchasing a couple of hybrid vans and encourage employees to buy hybrids for themselves by offering substantial rebates for these purchases. You want to get the CEO’s approval before you pursue this idea any further. You anticipate that he will have significant resistance. The company vehicles are not due for replacement, and the rebates to employees could add up to quite a lot if many employees take up the offer. On the other hand, if only a few employees take up the offer, a significant environmental initiative will seem like a failure. The CEO is a risk-taker in terms of business initiatives but tends to be conservative in management practices. He might also be a little defensive about the hybrid promotion plan because of his own vehicle choices.
You feel strongly that the potential benefits of this plan—in long-term savings on gas, in goo.
The document provides an overview of how project-based work is impacting client-agency relationships. It discusses how clients are working with multiple agencies for specific needs and projects rather than relying on single "agency of record" relationships. Agencies are encouraged to focus on solving clients' business problems better, delivering work more efficiently through approaches like Agile, and pricing their work based on value rather than hours. The document suggests agencies can thrive in this environment by leveraging their expertise in specific categories or functions, minimizing interruptions to optimize workflow, and positioning themselves as experts that clients hire for their knowledge rather than just their services.
How to Solve Top Project Management ChallengesOrangescrum
Project Management and challenges go hand in hand. No matter what you do they are just inseparable. As a project manager, you need to understand the Project Management Challenges and do your planning and execution.http://blog.orangescrum.com/
Sustainability is not a concept; it’s a strategic imperative. To be competitive sustainability must be woven throughout your business beginning with your strategy, leveraging your human resources and optimizing your business processes. Sustainability = profitability.
Chapter 27 The purchase agreement 185After read.docxwalterl4
Chapter 27: The purchase agreement 185
After reading this chapter, you’ll be able to:
• describe the multiple functions of a purchase agreement form;
• identify various types of purchase agreements; and
• understand the sections and provisions that make up a purchase
agreement.
Learning
Objectives
The purchase
agreement
Chapter
27
A newcomer’s entry as a real estate agent into the vocation of soliciting and
negotiating real estate transactions typically begins with the marketing and
locating of single family residences (SFRs) as a seller’s agent or a buyer’s agent
(also known as listing agents or selling agents, respectively).
Other properties an agent might work with include:
• one-to-four unit residential properties;
• apartments;
• commercial income properties (office buildings, commercial units and
industrial space);
• agricultural property; or
• unimproved parcels of land.
For real estate sales conveying ownership of a property, the primary
document used to negotiate the transaction between a buyer and seller
Types and
variations
equity purchase (EP)
agreement
purchase agreement Key Terms
For a further discussion of this topic, see Chapter 51 of Real Estate
Practice.
186 Real Estate Principles, Second Edition
is a purchase agreement form. Different types of properties each require
a different variety of purchase agreement. Various purchase agreement
comprise provisions necessary to negotiate the sale of a particular type of
property.
Three basic categories of purchase agreements exist for the documentation of
real estate sales. The categories are influenced primarily by legislation and
court decisions addressing the handling of the disclosures and due diligence
investigations in the marketing of properties
The three categories of purchase agreements are for:
• one-to-four unit residential property sales transactions;
• other than one-to-four unit residential property sales transactions,
such as for residential and commercial income properties and owner-
occupied business/farming properties; and
• land acquisition transactions.
Within each category of purchase agreement, several variations exist.
The variations cater to the specialized use of some properties, the diverse
arrangements for payment of the price, and to the specific conditions which
affect a property, particularly within the one-to-four unit residential property
category.
Purchase agreement variations for one-to-four unit residential sales
transactions include purchase agreements for:
• negotiating the conventional financing of the purchase price [See
Figure 1, RPI Form 150 ];
• negotiating a short sale [See RPI Form 150-1];
• negotiating a cash to new or existing mortgage, or a seller carryback
note [See RPI Form 150-2];
• negotiating for separate brokerage fees paid each broker by their client
[See RPI Form 151];
• negotiating the government insured financing (FHA/VA) of t.
Chapter 27Gender and Media Content, Uses, and ImpactDar.docxwalterl4
Chapter 27
Gender and Media: Content, Uses, and Impact
Dara N. Greenwood and Julia R. Lippman
Although research offers compelling evidence to suggest that men and women are far more simi-
lar than they are different across a wide variety of domains, our perceptions of gender difference
can lead us to believe that men and women do inhabit distinct gendered universes and can trigger
self-fulfilling prophecies that confirm these expectations. These perceptions can even guide how aca-
demics choose to interpret the research literature. Hyde’s (2005) review of 46 meta-analyses supports
a “gender similarities hypothesis,” namely, the magnitude of gender differences across these studies
as measured by effect size is small or negligible in over three quarters of the cases assessed. Put
differently, a “small” effect size (i.e., d < 0.35; Hyde, 2005) means that 85% of the distributions for
women and men overlap. This is not to say that a 15% difference in distributions is an insignificant
percentage, but it certainly illustrates that emphasizing difference to the exclusion of similarity paints
an inaccurate picture. Further, where moderate or large gender differences did emerge, they were
often the product of social context. For example, women are more likely than men to smile when
they know they are being observed (LaFrance, Hecht, & Paluck, 2003, as cited in Hyde, 2005). The
latter finding suggests that a given social situation may be of paramount importance in the apparent
differences between men and women.
The social environment can influence the manifestation of present attitudes and behaviors, but
it is also a powerful shaping force throughout the lifespan. In their discussion of a social cognitive
approach to gender development, Bussey and Bandura (2004) suggested that the mass media, in
addition to ongoing input from parents and peers, offer a “pervasive cultural modeling of gender
roles” (p. 108). It is not just children who assimilate cultural models, however; research on the
phenomenon of “possible selves” (Markus & Nurius, 1986) suggests that over the course of our
lives, we continue to draw hoped for as well as feared selves from “the categories made salient by the
individual’s particular sociocultural and historical context and from the models, images, and symbols
provided by the media and by the individual’s immediate social experiences” (p. 954, emphasis
added).
So how does the media environment contribute to our gendered perceptions and experiences?
With a few exceptions, the basic cognitive and emotional processes by which media exert an impact
tend to be similar for both men and women. The most robust gender differences exist at the level
of media representation and content and the selective exposure patterns that are, in part, a response
to gender-typed content. In order to understand how media affect women and men, it is crucial first
to understand systematic gender differences in media content, as well as any gender difference.
3 Proven Methods to Optimize Your 2018 Strategy and Goals through Culture and...Paige Pulaski
Change management is done through culture. Understanding the strengths of your human capital is imperative to fully implementing a plan and expecting successful execution. As you’re investing time, energy and budget into planning for 2018, you should be asking questions such as, “Do our current employees have the right skills? Do we have the right people in the right roles? If not, how do we remove these barriers?”
You’re checking the most important box – getting a plan in place that, when executed, will propel your organization to the next level. However, many organizations are failing to run the proper diagnostic before implementation to make sure all your assumptions are, in fact, true and in working order. Optimizing your plan is imperative, but execution in 2018 looks bleak without optimizing your workforce first.
In this webinar recording, Tanya Bakalov of BetterSkills, Inc. discusses how to achieve the most success with your plans for 2018 by giving three ways to fully assess the teams you’re trusting to execute.
You will learn how to:
>> Gauge the “do-ability” of your plan with your organization’s current skills
>> Delegate initiative assignments to use each employee in their best capacity
>> Motivate employees to be agents of change and dedicated to your organization’s success
Keys to driving a collaborative culture - Feico Mol, Atlassian #CCD2014Communardo GmbH
1) The document discusses Atlassian's tools for collaboration, including Confluence and HipChat. It provides information on new features for both tools, such as inline comments and file collaboration for Confluence.
2) Atlassian's values of being open and building with heart are discussed, along with how they ensure their culture persists as the company grows internationally.
3) Presenters argue that Atlassian's tools allow them to live their values virtually across many continents by facilitating real-time collaboration through features like video chat and file sharing in HipChat.
This document discusses how to achieve corporate objectives through employee engagement. It outlines John Doe's presentation for the New Standard Corporation on implementing a comprehensive employee recognition program. The presentation covers key topics like understanding employee concerns, developing an engagement strategy, implementing a points-based recognition portal called Total Vision, and anticipated 3-year results including increased employee engagement, customer satisfaction, and profits.
This document summarizes the key findings from a presentation on effective nonprofit communications teams. The presentation covered various models of communications team structures and their relationship to effectiveness. It was found that integrated teams, which merge communications, fundraising, and program goals, ranked themselves as most effective and had the highest marketing maturity scores. Centralized teams and internal agency teams also scored well. CEO-led teams, with smaller and less strategic teams, ranked themselves as least effective. Differences between effective and ineffective teams centered around collaboration, clarity of roles and responsibilities, relationships with executive leadership, and dedicated communications budgets.
Greetings from SIMCON !
Wish you Merry Christmas and Happy New Year !
It gives us immense pleasure to present you December Edition of our monthly newsletter "BEACON".
This issue covers articles on HR consulting (by our SIMSREE student Mr. Avdhoot Patane), IT consulting, book review of 'The Mckinsey Mind', industry related recent news and quiz.
Hope you enjoy reading the newsletter ! Do provide your valuable feedback.
For more updates on consulting industry, keep visiting our FB page.
http://www.facebook.com/SimCon
The document discusses policy deployment as a process for aligning strategy execution across an organization. It begins by explaining the importance of strategy and outlines the policy deployment process. This includes developing objectives at each level of the organization from corporate down to individual employee objectives. Projects are then selected and prioritized to achieve the objectives. Progress is monitored using metrics in a policy deployment matrix to ensure the strategy is executed successfully.
How to get buy-in for your people analytics from the boardroom and beyond.The Happiness Index
This talk at the Mission Critical HR Analytics conference in London looked to help HR professionals with their people analytics, most importantly - how to get buy-in for their program from their board as well as their staff. The presentation covers:
- Engaging teams from the outset
- Securing buy-in from the boardroom by making data relevant
- Getting the frequency, language and questions right
- Improving response rates for maximum insight
- Building trust internally – anonymous vs. identified responses
- Best practice for creating a compelling employee engagement strategy
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
What do next generation leaders say they need to be 'future ready'? This report is from 200+ next generation leaders attending the #AICPA_EDGE Conference in Las Vegas in August, 2016.
Next Gen leaders will be called to lead in a different environment than many leaders of the past. These times of exponential change will require a different skill set. They will be leading in transformational and adaptive times which require new skills and new practices.
This report highlights top challenges, top skills, insights from the session and more.
These polls were integrated during a presentation on "The Future Ready CPA" where we covered the 5 C's - Context, Certainty, Capacity, Competency, and Core Purpose & Values.
We are living in “exponential times” where the size, scale and scope of change is incredible. That means there are incredible opportunities for those who can see through the fog of uncertainty and anticipate what’s next. The biggest opportunity is to harness the wisdom of our older generations with the fresh perspectives of the tech-savvy younger generations. The next generation of leaders is enthusiastically ready to have a seat at the table. The future is not created; the future is co- created. Let’s get to work!
beaconstreetpartners-theintegratedemployeeexperience-151026011852-lva1-app6892James A. Morin
1. The document proposes an integrated employee experience platform that combines employee engagement software, internal communications tools, and branded physical environments.
2. The platform aims to increase employee engagement, improve team communication and retention, and provide management insights through tracking employee activities and attitudes.
3. It incorporates desktop and mobile apps, digital signage, rewards and recognition programs, and customized physical office spaces to foster a culture of community and collaboration across the employee experience.
1. The document proposes an integrated employee experience platform that combines employee engagement software, digital signage, mobile apps, and branded physical environments.
2. The platform aims to increase employee engagement, improve team communication, and retain top talent by measuring and rewarding contributions and providing opportunities for recognition, collaboration, and community building.
3. It utilizes data visualization, content management systems, and customized mobile apps to facilitate individual growth, team success, and an ongoing culture of community across physical and digital workspaces.
Moving Mountains discusses how investing in human capital through performance and talent management software can drive significant financial results for companies by improving strategy execution. It summarizes research showing customers of SuccessFactors saw faster communication of strategy, goal setting, focus on priorities, and project completion after implementing the software. The document advocates aligning employees' performance with strategy to realize the full potential value of the strategy. It argues the greatest lever for performance is human capital, since employees drive 85% of financial results, and performance management software can help companies better understand and improve the distribution of performance levels among their workforce.
Introducing Team Sterka - Supercharging digital product teams with soft skillsTrenton Moss
Team Sterka provides training and coaching to help digital product teams improve their soft skills like leadership, emotional intelligence, and resilience. They offer a "Soft Skills as a Service" program that includes bi-weekly training sessions, leadership coaching, and ongoing engagement to help teams collaborate better, resolve conflicts, and inspire stakeholders. The program aims to improve team performance, productivity, retention, and well-being over the long-term.
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
Would you believe managers can lower employee turnover simply by asking how they can help?
Stay interviews have been shown to reduce turnover by more than 20%, preventing high performing employees from jumping ship. How? By building trust between managers and employees.
In this webinar you'll learn:
Study data that drives home the importance of supervisor effectiveness
Specific stay interview tools including questions to ask, data to record, and potential solutions
The four required skills leaders must learn to make their interviews successful
11 Proven Approaches to Customer Feedback Employee EngagementGenroe
This document outlines 11 proven approaches to improving customer feedback and employee engagement: 1) have a strong change management focus, 2) introduce Employee NPS, 3) share insights with customers and employees, 4) empower employees to tag bad business processes, 5) team NPS targets and personal development plans rather than individual targets, 6) appoint customer champions, 7) brand the NPS process, 8) create "Vox Pop" videos to share success stories, 9) have senior management call employees associated with top ratings, 10) push positive customer comments into reward programs, and 11) add NPS to the employee induction program. It also advertises a free guide to implementing NPS from Genroe, an Australian customer experience management
InstructionsFor this week’s assignment, you will synthesize the .docxdirkrplav
Instructions
For this week’s assignment, you will synthesize the most relevant information in the situation below, and present a solution in your own words, using your own analysis. You will not use all of the information included in the scenario. Remember it is not appropriate to cut and paste entire sections from the situation to substitute for your own analysis.
The objective of the assignment is to organize your message in a way that will be most effective in persuading the Chief Executive Officer (CEO) to take action.
Situation: Convincing the CEO to Approve a Public Relations Plan
You are the director of public relations for Easy to Be Green, the innovative new company that helps homeowners, businesses, and municipalities become more environmentally friendly. The company has been active in environmental issues in the community since its founding a few years ago and generally has good community relations. Recently EBG’s director of research, who is strongly opinionated about environmental issues, spoke in public about the environmental practices of some local companies who employ many people in the community. Lately, you’ve found that some of your local contacts seem a little less interested in EBG’s public relations initiatives, and there has even been a small drop in sales. There may be no connections between these events, but you want to be proactive about the company’s community relations.
You also want to protect the company against charges of hypocrisy. The other day you as walked through the parking lot, it occurred to you that the majority of the employees drive SUVs, pick-ups, and other kinds of gas guzzlers. This includes the CEO, whose family car is a luxury sedan. The company’s delivery and service vans are also not the most environmentally-friendly vehicles.
After a little research, you come up with a tentative plan. You have learned that a local hybrid car dealership has been offering an interesting deal. Employees of companies that buy hybrids as company vehicles can get discounts when they buy hybrids for themselves. You think that the company should consider purchasing a couple of hybrid vans and encourage employees to buy hybrids for themselves by offering substantial rebates for these purchases. You want to get the CEO’s approval before you pursue this idea any further. You anticipate that he will have significant resistance. The company vehicles are not due for replacement, and the rebates to employees could add up to quite a lot if many employees take up the offer. On the other hand, if only a few employees take up the offer, a significant environmental initiative will seem like a failure. The CEO is a risk-taker in terms of business initiatives but tends to be conservative in management practices. He might also be a little defensive about the hybrid promotion plan because of his own vehicle choices.
You feel strongly that the potential benefits of this plan—in long-term savings on gas, in goo.
The document provides an overview of how project-based work is impacting client-agency relationships. It discusses how clients are working with multiple agencies for specific needs and projects rather than relying on single "agency of record" relationships. Agencies are encouraged to focus on solving clients' business problems better, delivering work more efficiently through approaches like Agile, and pricing their work based on value rather than hours. The document suggests agencies can thrive in this environment by leveraging their expertise in specific categories or functions, minimizing interruptions to optimize workflow, and positioning themselves as experts that clients hire for their knowledge rather than just their services.
How to Solve Top Project Management ChallengesOrangescrum
Project Management and challenges go hand in hand. No matter what you do they are just inseparable. As a project manager, you need to understand the Project Management Challenges and do your planning and execution.http://blog.orangescrum.com/
Sustainability is not a concept; it’s a strategic imperative. To be competitive sustainability must be woven throughout your business beginning with your strategy, leveraging your human resources and optimizing your business processes. Sustainability = profitability.
Chapter 27 The purchase agreement 185After read.docxwalterl4
Chapter 27: The purchase agreement 185
After reading this chapter, you’ll be able to:
• describe the multiple functions of a purchase agreement form;
• identify various types of purchase agreements; and
• understand the sections and provisions that make up a purchase
agreement.
Learning
Objectives
The purchase
agreement
Chapter
27
A newcomer’s entry as a real estate agent into the vocation of soliciting and
negotiating real estate transactions typically begins with the marketing and
locating of single family residences (SFRs) as a seller’s agent or a buyer’s agent
(also known as listing agents or selling agents, respectively).
Other properties an agent might work with include:
• one-to-four unit residential properties;
• apartments;
• commercial income properties (office buildings, commercial units and
industrial space);
• agricultural property; or
• unimproved parcels of land.
For real estate sales conveying ownership of a property, the primary
document used to negotiate the transaction between a buyer and seller
Types and
variations
equity purchase (EP)
agreement
purchase agreement Key Terms
For a further discussion of this topic, see Chapter 51 of Real Estate
Practice.
186 Real Estate Principles, Second Edition
is a purchase agreement form. Different types of properties each require
a different variety of purchase agreement. Various purchase agreement
comprise provisions necessary to negotiate the sale of a particular type of
property.
Three basic categories of purchase agreements exist for the documentation of
real estate sales. The categories are influenced primarily by legislation and
court decisions addressing the handling of the disclosures and due diligence
investigations in the marketing of properties
The three categories of purchase agreements are for:
• one-to-four unit residential property sales transactions;
• other than one-to-four unit residential property sales transactions,
such as for residential and commercial income properties and owner-
occupied business/farming properties; and
• land acquisition transactions.
Within each category of purchase agreement, several variations exist.
The variations cater to the specialized use of some properties, the diverse
arrangements for payment of the price, and to the specific conditions which
affect a property, particularly within the one-to-four unit residential property
category.
Purchase agreement variations for one-to-four unit residential sales
transactions include purchase agreements for:
• negotiating the conventional financing of the purchase price [See
Figure 1, RPI Form 150 ];
• negotiating a short sale [See RPI Form 150-1];
• negotiating a cash to new or existing mortgage, or a seller carryback
note [See RPI Form 150-2];
• negotiating for separate brokerage fees paid each broker by their client
[See RPI Form 151];
• negotiating the government insured financing (FHA/VA) of t.
Chapter 27Gender and Media Content, Uses, and ImpactDar.docxwalterl4
Chapter 27
Gender and Media: Content, Uses, and Impact
Dara N. Greenwood and Julia R. Lippman
Although research offers compelling evidence to suggest that men and women are far more simi-
lar than they are different across a wide variety of domains, our perceptions of gender difference
can lead us to believe that men and women do inhabit distinct gendered universes and can trigger
self-fulfilling prophecies that confirm these expectations. These perceptions can even guide how aca-
demics choose to interpret the research literature. Hyde’s (2005) review of 46 meta-analyses supports
a “gender similarities hypothesis,” namely, the magnitude of gender differences across these studies
as measured by effect size is small or negligible in over three quarters of the cases assessed. Put
differently, a “small” effect size (i.e., d < 0.35; Hyde, 2005) means that 85% of the distributions for
women and men overlap. This is not to say that a 15% difference in distributions is an insignificant
percentage, but it certainly illustrates that emphasizing difference to the exclusion of similarity paints
an inaccurate picture. Further, where moderate or large gender differences did emerge, they were
often the product of social context. For example, women are more likely than men to smile when
they know they are being observed (LaFrance, Hecht, & Paluck, 2003, as cited in Hyde, 2005). The
latter finding suggests that a given social situation may be of paramount importance in the apparent
differences between men and women.
The social environment can influence the manifestation of present attitudes and behaviors, but
it is also a powerful shaping force throughout the lifespan. In their discussion of a social cognitive
approach to gender development, Bussey and Bandura (2004) suggested that the mass media, in
addition to ongoing input from parents and peers, offer a “pervasive cultural modeling of gender
roles” (p. 108). It is not just children who assimilate cultural models, however; research on the
phenomenon of “possible selves” (Markus & Nurius, 1986) suggests that over the course of our
lives, we continue to draw hoped for as well as feared selves from “the categories made salient by the
individual’s particular sociocultural and historical context and from the models, images, and symbols
provided by the media and by the individual’s immediate social experiences” (p. 954, emphasis
added).
So how does the media environment contribute to our gendered perceptions and experiences?
With a few exceptions, the basic cognitive and emotional processes by which media exert an impact
tend to be similar for both men and women. The most robust gender differences exist at the level
of media representation and content and the selective exposure patterns that are, in part, a response
to gender-typed content. In order to understand how media affect women and men, it is crucial first
to understand systematic gender differences in media content, as well as any gender difference.
CHAPTER 25Arab Unity and Disunity (since 1967)THE CRIS.docxwalterl4
CHAPTER 25
Arab Unity and Disunity (since 1967)
THE CRISIS OF 1973
'Abd al-Nasir lived for three years after his defeat. His position in the
world had been badly shaken by it; his relationships with the United States
and Britain were soured by his accusation and belief that they had helped
Israel militarily during the war, and by the American insistence that Israel
would withdraw from conquered territories only in return for peace. His
position in regard to other Arab rulers was weakened as the limitations of
his power became clear. One immediate result of the war of 1967 was that
he cut his losses in Yemen, and made an agreement with Saudi Arabia by
which his forces were withdrawn.
Inside Egypt, however, his position was still strong. At the end of the
fateful week in June 1967 he announced his resignation, but this aroused
widespread protests in Egypt and some other Arab countries, perhaps
because of skilful organization, but perhaps because of a feeling that his
resignation would be a deeper defeat and humiliation. His hold over
popular sentiment in other Arab countries also remained strong. Both
because of his own stature and because of the recognized position of Egypt,
he was the indispensable broker between the Palestinians and those among
whom they lived. In the years after 1967, the growth of Palestinian national
feeling and the increasing strength of Fatah, which controlled the PLO
from 1969, led to a number of incidents of guerilla action against Israel,
and Israeli reprisals against the lands where the Palestinians had some
freedom of action. In 1969, Egyptian intervention brought about an
agreement between the Lebanese government and the PLO, which set the
limits within which the PLO would be free to operate in southern Lebanon.
In the next year, 1970, severe fighting broke out in Jordan between the
army and Palestinian guerilla groups which seemed on the point of taking
over power in the country. The Jordanian government was able to impose
416
ARAB UNITY AND DISUNITY (SINCE 1967)
its authority and end the freedom of action of the Palestinian groups, and
once more it was the mediation of 'Abd al-Nasir which made peace between
them.
Immediately after this, 'Abd al-Nasir suddenly died. The extraordinary
scenes at his funeral, with millions weeping in the streets, certainly meant
something; at least for the moment, it was difficult to imagine Egypt or the
Arab world without him. His death was the end of an era of hope for an
Arab world united and made new.
'Abd al-Nasir was succeeded by a colleague of long standing, Anwar
Sadat (19 1 8-81). It seemed, at first, that Egypt would continue as before.
In other Arab countries, too, changes in 1969 and 1970 brought to power
people who seemed likely to follow a policy roughly similar to Nasirism or
at least consistent with it. In Morocco and Tunisia, it is true, there was no
basic change at this time; King Hasan and those around him, and Bourguiba
.
Chapter 28 presents historical challenges to creating a sense of pe.docxwalterl4
Chapter 28 presents historical challenges to creating “a sense of personal meaning and value in life” with the growth of technology. What additional supports/strategies might be used to complement using technology in the human services field? How can these services be used to enhance socialization?
.
Chapter 24 Palliative and End-of-Life CareThe hospice nur.docxwalterl4
Chapter 24
: Palliative and End-of-Life Care
The hospice nurse has a unique role in the provision of end of life services.
1. Mention important roles (at least 3) of the nurse while providing quality end -of-life care to seriously ill persons and their families. Explain your answer.
.
Chapter 3Linking IT to Business Metrics From the first time IT.docxwalterl4
Chapter 3
Linking IT to Business Metrics
From the first time IT started making a significant dent in corporate balance sheets, the holy grail of academics, consultants, and business and IT managers has been to show that what a company spends on IT has a direct impact on its performance. Early efforts to do this, such as those trying to link various measures of IT input (e.g., budget dollars, number of PCs, number of projects) with various measures of business performance (e.g., profit, productivity, stock value) all failed to show any relationship at all (Marchand et al. 2000). Since then, everyone has prop- erly concluded that the relationship between what is done in IT and what happens in the business is considerably more complex than these studies first supposed. In fact, many researchers would suggest that the relationship is so filtered through a variety of “conversion effects” (Cronk and Fitzgerald 1999) as to be practically impossible to demonstrate. Most IT managers would agree. They have long argued that technology is not the major stumbling block to achieving business performance; it is the business itself—the processes, the managers, the culture, and the skills—that makes the differ- ence. Therefore, it is simply not realistic to expect to see a clear correlation between IT and business performance at any level. When technology is successful, it is a team effort, and the contributions of the IT and business components of an initiative cannot and should not be separated.
Nevertheless, IT expenditures must be justified. Thus, most companies have concentrated on determining the “business value” that specific IT projects deliver. By focusing on a goal that matters to business (e.g., better information, faster transaction processing, reduced staff), then breaking this goal down into smaller projects that IT can affect directly, they have tried to “peel the onion” and show specifically how IT delivers value in a piecemeal fashion. Thus, a series of surrogate measures are usually used to demonstrate IT’s impact in an organization. (See Chapter 1 for more details.)
More recently, companies are taking another look at business performance met- rics and IT. They believe it is time to “put the onion back together” and focus on what
1 This chapter is based on the authors’ previously published article, Smith, H. A., J. D. McKeen, and C. Street. “Linking IT to Business Metrics.” Journal of Information Science and Technology 1, no. 1 (2004): 13–26. Reproduced by permission of the Information Institute.
1
27
28 Section I • Delivering Value with IT
really matters to the enterprise. This perspective argues that employees who truly understand what their business is trying to achieve can sense the right ways to per- sonally improve performance that will show up at a business unit and organizational level. “People who understand the business and are informed will be proactive and ... have a disposition to create business value every day in many.
Chapter 4 A Tour of the CellChapter 4 A Tour of the CellName.docxwalterl4
Chapter 4: A Tour of the Cell
Chapter 4: A Tour of the Cell
Name ________________________ Period _________
Chapter 4: A Tour of the Cell
Guided Reading Activities
Chapter Content: The Microscopic World of Cells
1. The ____________ states that all cells come from existing cells and that organisms are made of cells.
2. Complete the table that compares prokaryotic to eukaryotic cells.
Prokaryotes
Eukaryotes
Description of cells
3. A scientist discovers a cell in a sample of water from Utah’s Great Salt Lake. She discovers the cell has a cell wall, ribosomes, and a nucleoid region. Upon further microscopic observation the scientist notices the nucleoid region contains a single chromosome. Which of the following cells would it most likely be?
A) Prokaryote
B) Animal cell
C) Plant cell
D) Eukaryote
4. Complete the following table illustrating the differences between plant and animal cells.
Plant cells
Animal cells
Shared features
Unique features
Chapter Content: Membrane Structure
Complete the following questions as you read the fourth chapter content—Membrane Structure:
1. True or false: If false, please make it a correct statement. The plasma membrane regulates the movement of substances into and out of the cell.
2. Students, when asked to diagram a simple cell membrane, many times draw the structure
below. What is wrong with this structure? In other words, briefly explain why it is incorrect.
3. Which of the following statements best describes the structure of a cell membrane?
A) Proteins sandwiched between two layers of phospholipids
B) Proteins embedded in two layers of phospholipids
C) A layer of protein coating a layer of phospholipids
D) Phospholipids sandwiched between two layers of protein
4. A cell’s plasma membrane is described as being a ______________ because it is composed of a variety of molecules that are constantly in motion around each other.
5. Figure 4.5b on page 60 of your textbook indicates that membrane proteins will have both hydrophilic and hydrophobic regions. Briefly explain why a membrane protein would need both regions. Refer to the figure to aid you in answering the question.
7. List three common bacterial targets of antibiotics.
Chapter Content: The Nucleus and Ribosomes: Genetic Control of the Cell
Complete the following questions as you read the fourth chapter content—The Nucleus and Ribosomes: Genetic Control of the Cell:
1. Complete the following table regarding the nucleus.
Nuclear envelope
Nuclear pores
Nucleolus
Nucleus
Function
2. The nuclear envelope has passages for substances moving into and out of the nucleus. These passages are called nuclear pores and they are made by proteins that are inserted into the plasma membrane that makes up the nuclear envelope. These proteins would be assembled by:
A) Free-floating ribosomes
B) The nucleus
C) Ribosomes bound to the endoplasmic reticulum
D) Nuclear pores
3. What are the functions of a protein.
4. Does DNA lea.
Chapter 4 Data Communications and Networking 1 of 40 .docxwalterl4
Chapter 4: Data Communications and Networking
1 of 40
ACCOUNTING INFORMATION SYSTEMS: A DATABASE APPROACH
by: Uday S. Murthy, Ph.D., ACA and S. Michael Groomer, Ph.D., CPA, CISA
Data Communications and Networking
Learning Objectives
After studying this chapter you should be able to:
• identify the five components of a telecommunications network,
• distinguish between terminals and workstations,
• explain the various types of transmission links, including physical and “through
the air” links,
• differentiate between alternative transmission methods such as analog and digital
transmission, circuit switching and packet switching,
• describe in general terms the functioning of line sharing devices and switches,
• explain the role of network architecture and standards,
• explain the OSI telecommunications model,
• distinguish between local area networks and wide area networks,
• describe alternative computer network configurations including ring, star, and bus
networks,
• understand the various types of wide area networks, including the options for
centralized data processing networks and distributed data processing networks,
• explain the concept of a client/server system,
• understand the architecture and functioning of the Internet,
• distinguish between the Internet and Intranets,
• describe the operation of electronic data interchange arrangements between
organizations,
• explain the concept of e-business and its emerging importance in the global
economy.
The dramatic technological advances that swept the computer industry in the seventies
and eighties resulted in the development of extremely fast and powerful personal
Chapter 4: Data Communications and Networking
2 of 40
computers. These personal computers made it possible to maximize individual
productivity. However, most current hardware and software technological developments
have been aimed at maximizing group productivity. Increasingly, personal computers
are networked together to enable communication between users and to facilitate
sharing of data and resources. This chapter is aimed at providing a basic understanding
of a range of telecommunications concepts including local area and wide area networks.
We also discuss some recent communications technologies affecting business such as
client/server systems, the Internet, and electronic data interchange. Almost all
computer systems in organizations today are networked, and these networked
computer systems invariably house a wealth of accounting information. It is therefore
important for accountants to have a working knowledge of data communications and
networking concepts.
Telecommunications concepts
Telecommunications refers to the electronic transmission of information from a point of
origin to a point of destination. A telecommunications network is composed of five
components: (1) terminals and workstations, (2) transmission links, (3) tra.
Chapter 3 The APA Ethics Code and Ethical Decision MakingThe APA.docxwalterl4
Chapter 3 The APA Ethics Code and Ethical Decision Making
The APA’s Ethics Code provides a set of aspirational principles and behavioral rules written broadly to apply to psychologists’ varied roles and the diverse contexts in which the science and practice of psychology are conducted. The five aspirational principles described in Chapter 2 represent the core values of the discipline of psychology that guide members in recognizing in broad terms the moral rightness or wrongness of an act. As an articulation of the universal moral values intrinsic to the discipline, the aspirational principles are intended to inspire right actions but do not specify what those actions might be. The ethical standards that will be discussed in later chapters of this book are concerned with specific behaviors that reflect the application of these moral principles to the work of psychologists in specific settings and with specific populations. In their everyday activities, psychologists will find many instances in which familiarity with and adherence to specific Ethical Standards provide adequate foundation for ethical actions. There will also be many instances in which (a) the means by which to comply with a standard are not readily apparent, (b) two seemingly competing standards appear equally appropriate, (c) application of a single standard or set of standards appears consistent with one aspirational principle but inconsistent with another, or (d) a judgment is required to determine whether exemption criteria for a particular standard are met.
The Ethics Code is not a formula for solving these ethical challenges. Psychologists are not moral technocrats simply working their way through a decision tree of ethical rules. Rather, the Ethics Code provides psychologists with a set of aspirations and broad general rules of conduct that psychologists must interpret and apply as a function of the unique scientific and professional roles and relationships in which they are embedded. Successful application of the principles and standards of the Ethics Code involves a conception of psychologists as active moral agents committed to the good and just practice and science of psychology. Ethical decision making thus involves a commitment to applying the Ethics Code and other legal and professional standards to construct rather than simply discover solutions to ethical quandaries (APA, 2012f).
This chapter discusses the ethical attitudes and decision-making strategies that can help psychologists prepare for, identify, and resolve ethical challenges as they continuously emerge and evolve in the dynamic discipline of psychology. An opportunity to apply these strategies is provided in the cases at the end of each chapter and the 10 case studies presented in Appendix A.
Ethical Commitment and Virtues
The development of a dynamic set of ethical standards for psychologists’ work-related conduct requires a personal commitment and lifelong effort to act ethically; to encourage ethical.
Chapter 3 3Plainchant Alleluia, Caro mea”Composed ca. 1275This.docxwalterl4
This brief chant from the Mass for the Feast of Corpus Christi is a responsorial chant from around 1275. It alternates between a solo singer and a chorus responding, reflecting how it would have been sung in a medieval monastery. The chant illustrates elements of plainchant including its unison texture and use of melismas to extend syllables.
chapter 3
Chapter 3 Managerial Decision Making
1. Describe the phases of managerial decision making.
2. Describe the barriers to managerial decision making.
3. Describe the challenges involved in managing group decision making.
4. Describe the components involved in Herbert Simon’s organizational decision-making process.
.
Chapter 3What are GPNs and how do they function and operate W.docxwalterl4
Chapter 3
What are GPNs and how do they function and operate? Who are the GPN actors that are referred to in Chapter 3 and do they work with each other or against each other?
Discuss extent to which capital is becoming reterritorialized or disembodied. What does this currently mean to international business which attempts to expand internationally?
Discuss the extent to which TNCs and / or financialization affect process of globalization, and vice versa.
Are Non-Government Production entities (NGOs) an effective way to curb excesses of YNCs, or part of the problems?
Group #1 members will take the argument in support of this statement that NGOs are an effective way to curb excesses of TNCs.
Chapter 4
Technological change is defined as a socially and institutionalized embedded process. Do you agree with this statement and why or why not?
There are supposedly four types of technological change. List them and define what they mean. Are there more? List these as well.
Which is more significant, communications technology or transportation technology?
Group #2 members are to take the position in support of transportation technology.
Conduct the trends identified by this chapter and where they might lead to the future, if at all.
Book: ISBN:978146251955-2
GLOBAL SHIFT 7E
.
CHAPTER 3the story of the slave ship, the Zong- in Novembe.docxwalterl4
CHAPTER 3
the story of the slave ship, the Zong:
- in November of 1781, after 3 months at sea the Zong was nearing the ‘New World’ from the western coast of Africa
- had started with 471 African individuals intended for the slave trade
- fresh water was very low and disease had broken out
- in accordance with the ‘economics’ of the slave trade and the norms of the time, the slaves were considered ‘cargo’ – no different from livestock
- the ‘cargo’ had been insured at the beginning of the trip
— slaves that died of natural causes (lack of water, disease) would not be covered by the insurance
— however, if the slaves died from being thrown overboard while still alive, the ship owners’ insurance would cover the lose
— hoping to save water and reduce the spread of disease, 54 sick slaves were chained together and thrown overboard
— over 2 days, more live slaves were thrown overboard (total: 132 persons)
at 1st the insurance company was going to pay, but a new freed slave, Equiano (living free in England now) made an abolitionist aware and a new trial determined the slaves were people, not cargo or livestock and the ship owners did not get the insurance
foundations of US
- beginning in 1600s and through 1700s the US is an agricultural society
- land and labor are needed
- to get land and labor 3 groups were made into minority status
— these groups joined the colonies, then the US through colonization
— these 3 groups are still having problems today (Native American, African American, Hispanic/Mexican American)
two themes throughout this text
1) what the current subsistence technology is for a specific time period) (impacts majority – minority relations at that time (subsistence technology: how a society provides for basic goods, services (shelter, food, water) for its people) (see table)
what’s important
hunting / gathering / foraging
human energy
little stratification
- dependent of what nature provides
agriculture
human energy and animal energy
- more surplus
- increased stratification
- majority / minority relationship is likely to be patriarchal
- land ownership
- cheap, easily controllable workforce
industrialization
addition of other energy sources, culminating in electricity
- even more surplus
- even more stratification
- capital to build factories, buy machinery and raw materials, pay workers
post industrialization / information
electricity
human energy
- high stratification
education
2) what the contact situation is when 2 or more groups first make contact (impacts majority – minority relations at the time and later)
the initial contact situation
- application of the Noel and Blauner Hypotheses
- they are not mutually exclusive; they look at similar, overlapping issues
- much can be learned by applying both hypotheses
— Noel hypothesis
Noel Hypotheses
at contact
conditions
result
Noel
Two or more groups come together
if the following conditions exist
- ethnocentrism
- competition
- power differential among the groups
resul.
Chapter 3What is the basic accounting equation Give an exampl.docxwalterl4
Chapter 3
What is the basic accounting equation? Give an example of how a business transaction would effect the basic accounting equation.
Give an example of a journal entry using at least two accounts.
Give one example each of asset, liability, equity, revenue and expense accounts and the normal balance of debit or credit.
Give an example that shows the basic steps in the recording process.
What is the purpose of a trial balance?
Define cash activities as operating, investing, or financing and give one example of each.
Please rephrase for student A and student B. Attachments below is their answers.
.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
2. biggest e-commerce company, and the biggest company,
period.” But with an average subscriber cost of just $4 a month
compared to an average subscriber fee of $15, Netflix, unlike its
competitors, made money from each customer. Three years
later, Walmart abandoned the business, asking Netflix to handle
DVD rentals on Walmart.com. Amazon entered the DVD rental
business in Great Britain, expecting that experience to prepare
it to beat Netflix in the United States. But, like Walmart,
Amazon quit after four years of losses. Finally, 13 years after
Netflix’s founding, Blockbuster declared bankruptcy. With
DVDs mailed to 17 million monthly subscribers from 50
distribution centers nationwide, Netflix is now the industry
leader in DVD rentals.
However, its expertise in shipping and distributing DVDs won’t
provide a competitive advantage when streaming files over the
Internet. Indeed, Netflix’s streaming video service is in
competition with Amazon’s Video on Demand, Apple’s iTunes,
Hulu Plus, and others. Moreover, unlike DVDs, which can be
rented without studio approval, U.S. copyright laws require
streaming rights to be purchased from TV and movie studios
before downloading content into people’s homes. And that
creates two new issues. First, does Netflix have deep enough
pockets to outbid its rivals for broad access to the studios’ TV
and movie content? Second, can it convince the studios that it is
not a direct competitor so they will agree to license their
content?
Netflix must also address the significant organizational
challenges accompanying accelerated growth. Hastings
experienced the same problem in his first company, Pure
Software, where he admitted, “Management was my biggest
challenge; every year there were twice as many people and it
was trial by fire. I was underprepared for the complexities and
personalities.” With blazing growth on one hand and the
strategic challenge of obtaining studio content on the other, how
much time should he and his executive team devote directly to
hiring? Deciding where decisions will be made is a key part of
13. Technical skills are the ability to apply the specialized
procedures, techniques, and knowledge required to get the job
done.
Technical skills are most important for lower level managers,
because these managers supervise the workers who produce
products or serve customers. Team leaders and first-line
managers need technical knowledge and skills to train new
employees and help employees solve problems. Technical skills
become less important as managers rise through the managerial
ranks, but they are still important.
Human skills, the ability to work well with others, are equally
important at all levels of management, from first-line
supervisors to CEOs. However, because lower level managers
spend much of their time solving technical problems, upper
level managers may actually spend more time dealing directly
with people.
Conceptual skills are the ability to see the organization as a
whole, how the different parts of the company affect each other,
and how the company fits into or is affected by its external
environment. Conceptual skill increases in importance as
managers rise through the management hierarchy.
Managers typically have a stronger motivation to manage than
their subordinates, and managers at higher levels usually have
stronger motivation to manage than managers at lower levels.
Furthermore, managers with stronger motivation to manage are
promoted faster, are rated by their employees as better
managers, and earn more money than managers with a weak
motivation to manage.
17. period.” But with an average subscriber cost of just $4 a month
compared to an average subscriber fee of $15, Netflix, unlike its
competitors, made money from each customer. Three years
later, Walmart abandoned the business, asking Netflix to handle
DVD rentals on Walmart.com. Amazon entered the DVD rental
business in Great Britain, expecting that experience to prepare
it to beat Netflix in the United States. But, like Walmart,
Amazon quit after four years of losses. Finally, 13 years after
Netflix’s founding, Blockbuster declared bankruptcy. With
DVDs mailed to 17 million monthly subscribers from 50
distribution centers nationwide, Netflix is now the industry
leader in DVD rentals.
However, its expertise in shipping and distributing DVDs won’t
provide a competitive advantage when streaming files over the
Internet. Indeed, Netflix’s streaming video service is in
competition with Amazon’s Video on Demand, Apple’s iTunes,
Hulu Plus, and others. Moreover, unlike DVDs, which can be
rented without studio approval, U.S. copyright laws require
streaming rights to be purchased from TV and movie studios
before downloading content into people’s homes. And that
creates two new issues. First, does Netflix have deep enough
pockets to outbid its rivals for broad access to the studios’ TV
and movie content? Second, can it convince the studios that it is
not a direct competitor so they will agree to license their
content?
Netflix must also address the significant organizational
challenges accompanying accelerated growth. Hastings
experienced the same problem in his first company, Pure
Software, where he admitted, “Management was my biggest
challenge; every year there were twice as many people and it
was trial by fire. I was underprepared for the complexities and
personalities.” With blazing growth on one hand and the
strategic challenge of obtaining studio content on the other, how
much time should he and his executive team devote directly to
hiring? Deciding where decisions will be made is a key part of
the management function of organizing. So, should he and his
18. executive team be directly involved, or is this something that he
should delegate? Finally, what can Netflix, which is located
near Silicon Valley, home to some of the most attractive
employers in the world, provide in the way of pay, perks, and
company culture that will attract, inspire, and motivate top
talent to achieve organizational goals?
If you were in charge of Netflix, what would you do?
*
*
Management is getting work done through others.
Managers have to be concerned with efficiency and
effectiveness in the workplace. Efficiency is getting work done
with a minimum of effort, expense, or waste. Effectiveness is
accomplishing tasks that help fulfill organizational objectives,
such as customer service and satisfaction.
*
Functions of management include planning, organizing, leading,
and controlling.
Planning is determining organizational goals and a means for
achieving them. Organizing is deciding where decisions will be
made, who will do what jobs and tasks, and who will work for
whom in the company. Leading is inspiring and motivating
workers to work hard to achieve organizational goals.
Controlling is monitoring progress toward goal achievement and
taking corrective action when progress isn’t being made.
The textbook is organized based on the four management
functions, as shown on this slide.
*
Meta-analysis, which is a study of studies, is helping
management scholars understand how well their research
supports management theories.
Each meta-analysis reported in the What Really Works sections
19. of this textbook is accompanied by an easy-to-understand
statistic called the probability of success. The probability of
success shows how often a management technique will work.
Meta-analyses suggest that it’s wise to have job applicants take
a general mental-ability test. In fact, the probability of success
is 76 percent. This means that an employee hired on the basis
of a good score on a general mental-ability test stands a 76
percent chance of being a better performer than someone picked
at random from the pool of all job applicants. So chances are
you’re going to be right much more often than wrong if you use
a general mental-ability test to make hiring decisions.
*
There are four kinds of managers, each with different jobs and
responsibilities.
A discussion of managers follows on the following slides.
The jobs and responsibilities of the four kinds of managers are
summarized in Exhibit 1.2.
As shown in Exhibit 1.2, there are four kinds of managers, each
with different jobs and responsibilities.
*
*
This is a relatively new kind of management job that developed
as companies shifted to self-managing teams, which, by
definition, have no formal supervisor.
Instead of directing individuals’ work, team leaders facilitate
team activities toward goal accomplishment. They have less
formal authority, so they lead more through relationships and
respect.
20. As shown in Exhibit 1.3, the three major roles can be
subdivided into 10 subroles.
*
*
In the figurehead role, managers perform ceremonial duties like
greeting company visitors, speaking at the opening of a new
facility, or representing the company at a community luncheon
to support local charities. In the leader role, managers motivate
and encourage workers to accomplish organizational objectives.
In the liaison role, managers deal with people outside their
units. Studies consistently indicate that managers spend as much
time with outsiders as they do with their own subordinates and
their own bosses.
*
In the monitor role, managers scan their environment for
information, actively contact others for information, and,
because of their personal contacts, receive a great deal of
unsolicited information. In the disseminator role, managers
share the information they have collected with their
subordinates and others in the company. In contrast to the
disseminator role, in which managers distribute information to
employees inside the company, managers in the spokesperson
role share information with people outside their departments
and companies.
*
In the entrepreneur role, managers adapt themselves, their
subordinates, and their units to change. In the disturbance
handler role, managers respond to pressures and problems so
severe that they demand immediate attention and action. In the
resource allocator role, managers decide who will get what
resources and how many resources they will get. In the
negotiator role, managers negotiate schedules, projects, goals,
outcomes, resources, and employee raises.
*
Technical skills are the specialized procedures, techniques, and
knowledge required to get the job done. Human skills can be
21. summarized as the ability to work well with others. Managers
with human skills work effectively within groups, encourage
others to express their thoughts and feelings, are sensitive to
others’ needs and viewpoints, and are good listeners and
communicators. Conceptual skills are the ability to see the
organization as a whole, to understand how the different parts
of the company affect each other, and to recognize how the
company fits into or is affected by its external environment
such as the local community, social and economic forces,
customers, and the competition. Motivation to manage is an
assessment of how motivated employees are to interact with
superiors, participate in competitive situations, behave
assertively toward others, tell others what to do, reward good
behavior and punish poor behavior, perform actions that are
highly visible to others, and handle and organize administrative
tasks.
*
Technical skills are the ability to apply the specialized
procedures, techniques, and knowledge required to get the job
done.
Technical skills are most important for lower level managers,
because these managers supervise the workers who produce
products or serve customers. Team leaders and first-line
managers need technical knowledge and skills to train new
employees and help employees solve problems. Technical skills
become less important as managers rise through the managerial
ranks, but they are still important.
Human skills, the ability to work well with others, are equally
important at all levels of management, from first-line
supervisors to CEOs. However, because lower level managers
spend much of their time solving technical problems, upper
level managers may actually spend more time dealing directly
with people.
22. Conceptual skills are the ability to see the organization as a
whole, how the different parts of the company affect each other,
and how the company fits into or is affected by its external
environment. Conceptual skill increases in importance as
managers rise through the management hierarchy.
Managers typically have a stronger motivation to manage than
their subordinates, and managers at higher levels usually have
stronger motivation to manage than managers at lower levels.
Furthermore, managers with stronger motivation to manage are
promoted faster, are rated by their employees as better
managers, and earn more money than managers with a weak
motivation to manage.
*
Exhibit 1.5 lists the top 10 mistakes that managers make.
These mistakes make the difference between “arrivers”—
managers who made it all the way to the top of their
companies—and “derailers”—managers who were successful
early in their careers but were knocked off the fast track at the
middle to upper management levels. Both groups were very
similar and had enjoyed past success. The biggest difference
between the two were how they managed people. Arrivers were
much more effective in their interpersonal skills than were
derailers.
Derailers were insensitive to others by… using an abrasive,
intimidating, and bullying management style being cold, aloof,
or arrogant lacking concern for others being overly political
Use this fact to reinforce the importance of being able to
manage people rather than just processes, when it comes to
management effectiveness.
25. because of increased health-care costs and lost productivity.
Breaking that down, a smoker will have 50 percent higher
absenteeism, and, when present, will work 39 fewer minutes per
day because of smoke breaks, which leads to 162.5 lost hours of
annual productivity. A smoker will have higher accident rates,
cause $1,000 a year in property damage (from cigarette burns
and smoke damage), and will cost up to $5,000 more a year for
annual insurance premiums.
Although few would disagree about the costs, others argue it is
wrong not to hire smokers. Jay Whitehead, publisher of a
magazine for human resources managers, says, “There is
discrimination at many companies—and maybe even most
companies—against people who smoke.” Even if applicants
aren’t asked whether they smoke, it “doesn’t mean that hiring
managers turn off their sense of smell.” Paul Sherer, a smoker
who was fired less than a week after taking a new job, says,
“Not hiring smokers affects millions of people and puts them in
the same category as women able to bear children, that is,
people who contribute to higher health-care costs. It’s unfair.”
Law professor Don Garner believes that not hiring smokers is
“an overreaction on the part of employers whose interest is
cutting costs. If someone has the ability to do the job, he should
get it. What you do in your home is your own business. . . . Not
hiring smokers is ‘respiratory apartheid.’”
Well, with the meeting just a month away, you’ve got to prepare
for questions from the Board of Directors. For example, on what
basis should the company decide whether to hire smokers?
Should the decision be based on what’s in the best interest of
the firm, what the law allows, or what affirms and respects
individual rights? The Board is interested in making good
decisions for the company, but “doing the right thing” is also
one of its core values. Is this an issue of ethics or social
responsibility? Is refusing to hire smokers is a form of
discrimination?
The dilemma facing American Express is an example of the
tough decisions involving ethics and social responsibility that
27. authority and power inherent in some management positions can
tempt managers to engage in unethical practices. Since
managers often control company resources, there is a risk that
some managers will cross the line from legitimate use of
company resources to personal use of those resources. For
example, some managers have used corporate funds to pay for
extravagant personal parties, lavish home decorating, jewelry,
or expensive pieces of art.
Handling information is another area in which managers must
be careful to behave ethically. Information is a key part of
management work. Managers collect it, analyze it, act on it,
and disseminate it. However, they are also expected to deal in
truthful information and, when necessary, to keep confidential
information confidential. Leaking company secrets to
competitors, "doctoring" the numbers, wrongfully withholding
information, or lying are some possible misuses of the
information entrusted to managers.
A third area in which managers must be careful to engage in
ethical behavior is the way in which they influence the behavior
of others, especially those they supervise. Managerial work
gives managers significant power to influence others. If
managers tell employees to perform unethical acts (or face
punishment), such as “faking the numbers” to get results, then
they are abusing their managerial power. This is sometimes
called the “move it or lose it” syndrome. “Move it or lose it”
managers tell employees, “Do it. You’re paid to do it. If you
can’t do it, we’ll find somebody who can.”
Setting goals is another way that managers influence the
behavior of their employees. If managers set unrealistic goals,
the pressure to perform and to achieve these goals can influence
employees to engage in unethical business behaviors.
43. *
A century ago, society expected businesses to meet their
economic and legal responsibilities and little else. Today,
however, when society judges whether businesses are socially
responsible, ethical and discretionary responsibilities are
considerably more important than they used to be.
Historically, economic responsibility, or making a profit by
producing a product or service valued by society, has been a
business’s most basic social responsibility. Organizations that
don’t meet their financial and economic expectations come
under tremendous pressure.
Legal responsibility is the expectation that companies will obey
a society’s laws and regulations as they try to meet their
economic responsibilities.
Ethical responsibility is society’s expectation that organizations
will not violate accepted principles of right and wrong when
conducting their business. Because different stakeholders may
disagree about what is or is not ethical, meeting ethical
responsibilities is more difficult than meeting economic or legal
responsibilities.
Discretionary responsibilities pertain to the social roles that
businesses play in society beyond their economic, legal, and
ethical responsibilities.
For What Are Organizations
Socially Responsible?Economic responsibilityLegal
responsibilityEthical responsibilityDiscretional responsibility
3-6
47. and Walmart, corporate leaders worldwide are committed to
reducing the waste produced by their companies. Because that
represents a direct threat to Waste Management’s landfill
business, what steps could it take to take advantage of the trend
toward zero waste, which might allow it to continue growing
company revenues?
Another significant change for Waste Management is that not
only are its customers reducing the waste they send to its
landfills, they’re also wanting what is sent to landfills to be
sorted for recycling and reuse. For instance, food waste, yard
clippings, and wood—all organic materials—account for
roughly one-third of the material sent to landfills. Likewise,
there’s growing demand for waste companies to manage and
recycle discarded TVs, computer monitors, and other electronic
waste that leaks lead, mercury, and hazardous materials when
improperly disposed of. However, the high cost of collecting
and sorting recyclable materials means that Waste Management
loses money when it recycles them. What can the company do to
meet increased customer expectations on one hand, while still
finding a way to earn a profit on high-cost recycled materials?
Finally, advocacy groups, such as the Sierra Club, regularly
protest Waste Management’s landfill practices, deeming them
irresponsible and harmful to the environment. Everywhere that
Waste Management’s top managers look, they see changes and
forces outside the company that directly affect how they do
business. Should they take on the company’s critics and fight
back, or should they focus on business and let the results speak
for themselves? Should they view environmental advocates as a
threat or an opportunity for the company?
If you were in charge of Waste Management, what would you
do?
Changing EnvironmentsEnvironmental ChangeEnvironmental
ComplexityResource ScarcityUncertainty
58. *
Customers purchase products and services, and companies
cannot exist without customer support. Therefore, monitoring
customers’ changing wants and needs is critical to business
success.
There are two basic strategies for monitoring customers:
reactive and proactive. Reactive customer monitoring is
identifying and addressing customer trends and problems after
they occur. One reactive strategy is to identify customer
concerns by listening closely to customer complaints. Not only
does listening to complaints help identify problems, but the way
in which companies respond to complaints indicates how closely
they are attending to customer concerns. For example,
companies that respond quickly to customer letters of complaint
are viewed much more favorably than companies that are slow
to respond or never respond. In particular, studies have shown
that when a company’s follow-up letter thanks customers for
writing, offers a sincere, specific response to the customer’s
complaint, and contains a small gift, coupons, or a refund to
make up for the problem, customers will be much more likely to
purchase products or services again from that company.
Proactive monitoring of customers means trying to sense events,
trends, and problems before they occur (or before customers
complain).
Competitor Component
Competitive analysis entails…deciding who your competitors
are.anticipating competitors’ moves.determining competitors’
strengths.determining competitors’ weaknesses.
2-3
71. warning from sharply declining sales in DuPont’s titanium
dioxide division, which makes white pigment used in paints,
sunscreen, and food coloring. Sales trends there can be counted
on to indicate what will happen next in the general economy, so
you and your leadership team began working with the heads of
all of DuPont’s divisions to make contingency plans in case
sales dropped by 5 percent, 10 percent, 20 percent, or more.
Many DuPont managers thought you were crazy, until the
downturn hit. It was difficult, but with plans to cut 6,500
employees at the ready, you were prepared when sales dropped
by 20 percent at the end of the year. But when that wasn’t
enough, salaried and professional employees were asked to
voluntarily take unpaid time off and an additional 2,000 jobs
were eliminated. In all, these moves reduced expenses by a
billion dollars a year. But one place you refused to cut was
DuPont’s research budget, which remained at $1.4 billion per
year.
One of the ways in which the Board of Directors measures
company performance is by comparing DuPont’s total stock
returns to 19 peer companies. Over the last quarter century,
DuPont has regularly ended up in the bottom third of the list.
This makes clear that you have one overriding goal: to restore
DuPont’s prestige, performance, and competitiveness. The
question, of course, is how?
Before deciding how to restore DuPont’s edge, there are some
big questions to consider. First, given sustained weak
performance over the last quarter century, do you need to step
back and consider DuPont’s purpose, that is, the reason that
you’re in business? After transitioning from blasting powder to
chemicals, DuPont’s slogan became, “Better things for better
living . . . through chemistry.” Is it time, again, to reconsider
what DuPont is all about? Or, instead of an intense focus on
DuPont’s purpose, would it make more sense to make lots of
plans and lots of bets so that “a thousand flowers can bloom”?
In other words, would it be better to keep options open by
making small, simultaneous investments in many alternative