DQ1 Why do corporations employ investment bankersDQ2 Identi.docx

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DQ1: Why do corporations employ investment bankers? DQ2: Identify the primary market functions of investment bankers? DQ3: Discuss how investment bankers assume risk in the process of marketing securities of corporations. How do investment bankers try to minimize these risks? DQ4: Briefly describe the process of competitive bidding and discuss its relative advantages and disadvantages. DQ5: Explain market stabilization. DQ6: Identify the costs associated with going public. DQ7: Briefly describe how investment banking is regulated. DQ8: Describe the inroad into investment banking being made by commercial banks. DQ9: In 2003, several investment banking firms were fined $1.4 billion for ethics abuses related to the underwriting process. Will this be a deterrent for ethical lapses? DQ10: What were some of the reasons for the decline in Facebook’s stock price after its IPO? DQ11: What are some of the characteristics of an organized securities exchange? .

DQ1: Why do corporations employ investment bankers?
DQ2: Identify the primary market functions of investment
bankers?
DQ3: Discuss how investment bankers assume risk in the
process of marketing securities of corporations. How do
investment bankers try to minimize these risks?
DQ4: Briefly describe the process of competitive bidding and
discuss its relative advantages and disadvantages.
DQ5: Explain market stabilization.
DQ6: Identify the costs associated with going public.
DQ7: Briefly describe how investment banking is regulated.
DQ8: Describe the inroad into investment banking being made
by commercial banks.
DQ9: In 2003, several investment banking firms were fined $1.4
billion for ethics abuses related to the underwriting process.
Will this be a deterrent for ethical lapses?
DQ10: What were some of the reasons for the decline in

Facebook’s stock price after its IPO?
DQ11: What are some of the characteristics of an organized
securities exchange?

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Whooping Cough is a disease that doctors may no longer recognize bec.docx

Whooping Cough is a disease that doctors may no longer recognize bec.docx

harold7fisher61282

WHO’S WITH ME? FALSE CONSENSUS, BROKERAGE, AND ETHICAL DECISION MAKING IN ORGANIZATIONS FRANCIS J. FLYNN Stanford University SCOTT S. WILTERMUTH University of Southern California We propose that organization members overestimate the degree to which others share their views on ethical matters. Further, we argue that being a broker in an advice network exacerbates this false consensus bias. That is, a high level of “betweenness centrality” increases an individual’s estimates of agreement with others on ethical issues beyond what is warranted by any actual increase in agreement. We tested these ideas in three separate samples: graduate business students, executive students, and employees. Individuals with higher betweenness centrality overestimated the level of agreement between their ethical judgments and their colleagues’. For members of organizations, ethical standards can help guide individual decision making by clar- ifying what the majority of others believe is appropriate. But given that ethical standards often are tacitly held, rather than explicitly agreed upon (Haidt, 2001; Turiel, 2002), individuals may strug- gle to recognize the normative view—what most others believe is the “right” course of action. Peo- ple’s tendencies to project their own opinions can alter their judgments about what others think is ethical, perhaps giving them a sense of being in the majority even when they are not. The ramifications of this false consensus effect may be problematic: if members of organizations erroneously assume that their actions are in line with prevailing ethical principles, they may subsequently learn of their misjudgment when it is too late to avert the consequences. In the present research, we examine whether bro- kers in a social network show evidence of false consensus in ethical decision making. Because bro- kers span structural holes (missing relationships that inhibit information flow between people [see Burt, 1992]), one might assume that these individuals possess greater insight into others’ attitudes and behaviors. But can acting as a broker (i.e., having “betweenness”) inform a focal individual about his or her peers’ ethical views? In interactions with colleagues, people generally refrain from initiating moral dialogue; rather, they prefer to discuss less sensitive attitudes and opinions (Sabini & Silver, 1982). We argue that this tendency to avoid moral discourse and instead discuss superficial connec- tions worsens the false consensus bias in ethical decision making, providing an illusion of consensus where none exists. The notion that having an advantageous position in a social network might exacerbate, rather than mitigate, false consensus bias in ethical decision making represents a novel insight for those interested in the link between social networks and individual judgment. Prior work on identifying the determinants of false consensus has focused pri- marily on motivational drivers, such as ego protec.

WHO’S WITH ME FALSE CONSENSUS, BROKERAGE, ANDETHICAL DECISI.docx

WHO’S WITH ME FALSE CONSENSUS, BROKERAGE, ANDETHICAL DECISI.docx

WHO’S WITH ME FALSE CONSENSUS, BROKERAGE, ANDETHICAL DECISI.docx

harold7fisher61282

Who Says Elephants Can’t Dance? Leading a Great Enterprise Through Dramatic Change Louis V. Gerstner, Jr. This book is dedicated to the thousands of IBMers who never gave up on their company, their colleagues, and themselves. They are the real heroes of the reinvention of IBM. Contents viiForeword 1Introduction 7PART I-GRABBING HOLD 9 1 The Courtship 18 2 The Announcement 29 3 Drinking from a Fire Hose 41 4 Out to the Field 49 5 Operation Bear Hug 56 6 Stop the Bleeding (and Hold the Vision) 73 7 Creating the Leadership Team 83 8 Creating a Global Enterprise 88 9 Reviving the Brand 9310 Resetting the Corporate Compensation Philosophy 10311 Back on the Beach 111PART II-STRATEGY 11312 A Brief History of IBM 12113 Making the Big Bets 12814 Services—the Key to Integration 13615 Building the World’s Already Biggest Software Business 14616 Opening the Company Store 15317 Unstacking the Stack and Focusing the Portfolio 16518 The Emergence of e-business 17619 Reflections on Strategy 179PART III-CULTURE 18120 On Corporate Culture 18921 An Inside-Out World 20022 Leading by Principles 217PART IV-LESSONS LEARNED 21923 Focus—You Have to Know (and Love) Your Business 22924 Execution—Strategy Goes Only So Far 23525 Leadership Is Personal 24226 Elephants Can Dance 25327 IBM—a Farewell 259APPENDICES 261Appendix A—The Future of e-business 277Appendix B—Financial Overview 287Index ABOUT THE AUTHOR CREDITS COVER COPYRIGHT ABOUT THE PUBLISHER Foreword I have never said to myself, “Gee, I think I want to write abook.” I am not a book writer. Until now I haven’t had the time or the inclination to lean back and reflect on my thirty-five years in business. I haven’t had the patience it takes to sit down for a long time and create a book. Throughout my business life I have been wary of telling others how to manage their enterprises based on my personal experiences. And, frankly, I wasn’t sure if anyone would be interested in reading my thoughts. I read a lot of books, but not many about business. After a twelve-hour day at the office, who would want to go home and read about someone else’s career at the office? I have always believed you cannot run a successful enterprise from behind a desk. That’s why, during my nine years as Chief Ex- ecutive Officer of International Business Machines Corporation, I have flown more than I million miles and met with untold thousands of IBM customers, business partners, and employees. Over the past two years, after people began speculating that my retirement might be just around the corner, I thought I’d get a lot of big-picture questions that outgoing CEOs get about the economy, the world, and the future. Instead, I have been surprised by how many times—at big meetings and small ones, and even at private sessions with CEOs and heads of state—I was asked: “How did you save IBM?” “What was it like when you got there?” “What were the problems?” “What specific things.

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Who Says ElephantsCan’t DanceLeading a GreatE.docx

harold7fisher61282

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Who was Immanuel Kant What is deontology and what is the main thoug.docx

Who was Immanuel Kant What is deontology and what is the main thoug.docx

harold7fisher61282

Whom to Promote? One of the problems, Lael Matthews has had to deal with to climb the corporate ladder is the glass ceiling issue for minorities and women. In her current position, she must decide which of three managers to promote. Her superior has informed her that making the wrong decision would not be good, either internally or externally. These are the candidates: Liz (African American, divorced, one child) graduated in the middle of her college class (Northwest State). She has been with the company for five years and in the industry for eight years, with average performance ratings but a high energy level. She has had some difficulties managing her staff. Her child has had medical problems and so higher pay would be helpful. If promoted, Liz would be the first African American female manager at this level. Lael has only known Liz for a short time, but they seem to have hit it off. In fact, Lael once babysat Liz’s daughter, Janeen, in an emergency. One downside to promoting Lael is the impression that Lael would be playing favorites. Roy (white, 57, married, three children) graduated from a private university in the top half of his class. Roy has been with the company for twenty years and in the industry for thirty. He has always been a steady performer with mostly average ratings. Roy has been passed over for promotion previously because he refused to relocate but that is no longer a problem (his children are grown). Roy’s energy level is average to low, however he has produced many of the company’s top sales performers in the past. This promotion would be his last before retirement and many in the company feel that he has earned it. In fact, one senior manager stopped Lael in the hall and said, “You know, Lael, Roy has been with us for a long time. He has done many good things for the company, sacrificing not only himself but also his family. I really hope you can see your way to promoting him. It would be a favor to me that I wouldn’t forget.” Quang Yeh (female, Asian, 28, single) graduated from State University in the top 3% of her class and has been with the company for four years. She is known for putting in 60-hour work weeks and for her meticulous management style which has generated some criticism from her sales staff. The last area she managed showed record sales increases despite the loss of several older accounts that for some reason did not like dealing with Quang. One fact about Quang is that at her previous place of work, she sued that company for discrimination and won. A comment that Lael had heard from that company was that Quang was intense and that nothing would stop her from reaching her goals. As Lael was going through her notes, another upper management individual came to her office and said, “You know, Lael, Quang is engaged to my son. I’ve looked over her personnel files and she looks very good. She looks like a rising star, which would indicate that she should be promoted as quickly as possible. I realize th.

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