Drucker chapter 4
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The document discusses collaboration and group decision making. It provides examples of collaborative business models, including Myelin Repair Foundation working across universities, labs, and pharmaceutical companies to cure multiple sclerosis. Dell is described as a pioneer of collaboration by allowing customers to customize computers. Brainstorming is defined as a creative process used by small diverse groups to generate many imaginative ideas without criticism, with quantity and combination/improvement of ideas encouraged.
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Drucker Chapter 4
The document discusses collaboration and group decision making. It provides Drucker's three questions about collaboration goals, structure, and operation. Myelin Repair Foundation aimed to cure multiple sclerosis by abandoning the traditional research model and having universities, labs, and pharmaceutical companies work together. Dell pioneered collaboration in allowing customers to customize computer specifications. Effective collaboration relies on well-structured communication and rapid decision making.
Drucker chapter 5
This document discusses Peter Drucker's views on management and motivation. It asks questions about how Alcoa implemented Drucker's people-first philosophy and reduced workplace injuries. It also discusses the differences between efficiency and effectiveness, and how management should approach knowledge workers differently than manual laborers. Effective management requires understanding what motivates each employee, recognizing people as the most valuable asset, and creating opportunities for self-actualization.
Chapter 16
The document discusses various topics related to business leadership including:
- Chapter 16 discussion questions on defining leadership, characteristics of business leaders, and the difference between leadership and management.
- Principles of leadership from the U.S. Army and traits that distinguish individuals as leaders.
- How to build trust as a leader through displaying good character, communicating openly and honestly, and keeping promises.
- The definition of culture and how Burton Snowboards builds a strong organizational culture.
Drucker chapter 7
Drucker defined three unique characteristics of a CEO: being visionary with a broad field of vision, being symbolic by representing the organization's character and personality, and being influential by influencing people individually and collectively. Frances Hesselbein, CEO of The Girls Scouts, stated that "leadership is a matter of how to be, not how to do," meaning a leader's character is more important than specific actions. Frank Weise, CEO of Cott Beverage, imported his own personality onto the company when he took over. Richard Block, president of AGI, impacted the company's actions after touring their largest plant in Melrose Park, Illinois. Drucker also said "Each of us is a CEO" to convey
Chapter 8
The document discusses key marketing concepts including guerrilla marketing, target markets, demographics, market research, branding, and the four Ps of marketing - product, place, price, and promotion. It emphasizes the importance of understanding customer needs to develop effective marketing strategies and build brand loyalty through perceived value, trust, and satisfaction.
Chapter 16
The document discusses leadership, defining it as creating extraordinary things through people's contributions. Good leaders exhibit traits like innovation, passion, risk-taking and adaptability. Trust is built through a leader's character, beliefs, values, skills and traits. Leaders communicate honestly, show confidence in others, listen to others, keep promises and practice what they preach. Culture refers to an organization's unwritten code of conduct governing behaviors, attitudes and relationships. Burton Snowboards builds culture through its distinctive way of doing things.
Chapter 12
The document discusses various topics related to stress including defining key terms like stress, stressors, and the general adaptation syndrome. It also discusses explanatory styles, personality types, time management strategies, and common college student stressors. Specifically, it defines stress as the mental, emotional, and physiological response to any new, threatening, or exciting situation. It also outlines the three stages of the general adaptation syndrome and defines explanatory styles in terms of how people perceive events in their lives.
Recommended
Drucker Chapter 4
The document discusses collaboration and group decision making. It provides Drucker's three questions about collaboration goals, structure, and operation. Myelin Repair Foundation aimed to cure multiple sclerosis by abandoning the traditional research model and having universities, labs, and pharmaceutical companies work together. Dell pioneered collaboration in allowing customers to customize computer specifications. Effective collaboration relies on well-structured communication and rapid decision making.
Drucker chapter 5
This document discusses Peter Drucker's views on management and motivation. It asks questions about how Alcoa implemented Drucker's people-first philosophy and reduced workplace injuries. It also discusses the differences between efficiency and effectiveness, and how management should approach knowledge workers differently than manual laborers. Effective management requires understanding what motivates each employee, recognizing people as the most valuable asset, and creating opportunities for self-actualization.
Chapter 16
The document discusses various topics related to business leadership including:
- Chapter 16 discussion questions on defining leadership, characteristics of business leaders, and the difference between leadership and management.
- Principles of leadership from the U.S. Army and traits that distinguish individuals as leaders.
- How to build trust as a leader through displaying good character, communicating openly and honestly, and keeping promises.
- The definition of culture and how Burton Snowboards builds a strong organizational culture.
Drucker chapter 7
Drucker defined three unique characteristics of a CEO: being visionary with a broad field of vision, being symbolic by representing the organization's character and personality, and being influential by influencing people individually and collectively. Frances Hesselbein, CEO of The Girls Scouts, stated that "leadership is a matter of how to be, not how to do," meaning a leader's character is more important than specific actions. Frank Weise, CEO of Cott Beverage, imported his own personality onto the company when he took over. Richard Block, president of AGI, impacted the company's actions after touring their largest plant in Melrose Park, Illinois. Drucker also said "Each of us is a CEO" to convey
Chapter 8
The document discusses key marketing concepts including guerrilla marketing, target markets, demographics, market research, branding, and the four Ps of marketing - product, place, price, and promotion. It emphasizes the importance of understanding customer needs to develop effective marketing strategies and build brand loyalty through perceived value, trust, and satisfaction.
Chapter 16
The document discusses leadership, defining it as creating extraordinary things through people's contributions. Good leaders exhibit traits like innovation, passion, risk-taking and adaptability. Trust is built through a leader's character, beliefs, values, skills and traits. Leaders communicate honestly, show confidence in others, listen to others, keep promises and practice what they preach. Culture refers to an organization's unwritten code of conduct governing behaviors, attitudes and relationships. Burton Snowboards builds culture through its distinctive way of doing things.
Chapter 12
The document discusses various topics related to stress including defining key terms like stress, stressors, and the general adaptation syndrome. It also discusses explanatory styles, personality types, time management strategies, and common college student stressors. Specifically, it defines stress as the mental, emotional, and physiological response to any new, threatening, or exciting situation. It also outlines the three stages of the general adaptation syndrome and defines explanatory styles in terms of how people perceive events in their lives.
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This document discusses how experience of wholeness can bring out the best in people, propel innovation, create new life, and eclipse old patterns in an easy way. It provides examples of business results from using this approach, including increased productivity, engagement, and stock prices. The document then examines why high engagement is important for competitive advantage and discusses research showing that people are dying to be more engaged. It explores how appreciative inquiry addresses essentials of change management like managing transition, novelty, and continuity. Overall, the document advocates for using strengths-based leadership and appreciative inquiry to tap into human potential.COMMUNITIES of PRACTICE
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Anticipatory Organization: Accounting and Finance Edition (AOAF)
“Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.” - Daniel Hood, Editor-in-Chief of Accounting Today (when recognizing AOAF as a 2016 Top Product in Learning
The competency of “anticipation” actually includes a number of competencies included in many of the top companies of today.
Across these models, you'll see a common theme of “strategic thinking," "innovation" and “leading change."
Many of these organizations build (and validate) fantastic competency models and know what they want people to do.
The top five skills and competencies identified for CPAs, accounting and finance professionals are:
1. Strategic and critical thinking;
2. Communication;
3. Anticipating and serving evolving needs;
4. Inspiring and motivating others;
5. Collaboration and mobilizing consensus
The beauty of the Anticipatory Organization model is that it offers a clear process that makes highly-abstract leadership competencies attainable and trainable. Using nano-leanring in very short 3-4 minute single concept videos (imagine a series of shirt Ted Talks) with rapid application exercises to immediately apply the concepts to the job, and visual job aids to reinforce and remember the learning. Add a team implementation and collaboration guide and you can create a shared language and culture of being anticipatory and proactive.
If an organization wants to make "strategic thinking" or "innovation" a core competency, we can provide clear, trainable activities that can be targeted to a wide range of learners (from individual contributors to senior leadership). We provide the bridge between the competency model and the desired observable behaviors.
For more information visit www.blionline.org/ao or contact Tom Hood tom@blionline.org
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This book is a guide to building a team that flows. We’re going to begin with the theory, explaining the concepts and elements you need to create flow, before moving onto the practicalities of harnessing the power of collaboration,
working alongside technology, and leading a more productive working life within any team.
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Simulation Kick-Off: Virtuali divides the class into groups and provides a project that learners complete in virtual teams over a 2-week period (approximately 4-6 hours per learner). The project deals with generating innovative ideas and/or solving a relevant business problem.
Group Work and Presentations: As learners work together in small groups, they communicate, meet, and make decisions virtually, while experimenting with new technology. At the end of the 2-week period, the groups present their results. The class evaluates each of the projects and selects a winner.
Webinar and Debrief. After the simulation is complete, Virtuali conducts a 2-hour webinar that teaches techniques and best practices for working on virtual teams. (For a list of topics, see What you’ll learn below.)
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• Communication. Establishing clear guidelines, setting the frequency, and using technology.
• Conducting Meetings. Structuring and conducting meetings to maximize participant engagement.
• Project Management. Selecting team members, building trust, and achieving positive outcomes.
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This document discusses strategic thinking and being discontinuous through effectual and entrepreneurial mindsets. It contrasts causal and effectual logic, noting that effectual thinkers imagine new ends using available means while causal thinkers select means to achieve predetermined goals. Other topics covered include environmental scanning approaches, disruptive innovations, escalating experiments, and balancing exploitation with exploration through an ambidextrous approach. The overall message is that embracing uncertainty, experimentation, and disruptive thinking can help organizations identify new opportunities for change and growth.
"
This document outlines an agenda for an interactive workshop on innovative problem solving and getting unstuck in one's thinking. The workshop will include:
1) Short videos on topics like failure, creative thinking, and motivation.
2) Hands-on conversations and exercises using a problem solving workbook, including role plays and group activities.
3) Discussions on explaining new products, finding competitive advantages, and problem solving for future innovation.
The goal is to engage participants in active thinking practices to help connect ideas to real-world business applications and outcomes through reflection and experiential learning.
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This document summarizes an interactive workshop on innovative problem solving and getting unstuck in thinking. The workshop includes guidelines for participation, an introduction to thinking role plays and activities in the included workbook. It outlines segments on problem solving videos, hands-on conversation and exploration of topics like explaining new products and finding competitive advantage. Methods that will be covered include the six thinking hats technique and accessing crucible knowledge. The document emphasizes practicing leadership skills, using emotional and cognitive intelligence, and that attitude, beliefs and perceptions influence problem solving.
Dr. calvin1
This document summarizes an interactive workshop on innovative problem solving and getting unstuck in thinking. The workshop includes guidelines for participation, an introduction to thinking role plays and activities in the provided workbook. It outlines segments on problem solving videos, hands-on conversation and exploration of topics like explaining new products and finding competitive advantage. Methods that will be covered include the six thinking hats technique and accessing crucible knowledge. The document emphasizes practicing leadership skills, using emotional and cognitive intelligence, and that attitude, beliefs and perceptions influence problem solving.
IT Strategies for the New Economy v02 - with Banking as a Case Study
The book "Origin of Wealth" by Eric Beinhocker et. al from the McKinsey Global Institute describes the "complexity economics" that is emergent in today's networked economy.
This presentation looks at the implications for IT strategies for businesses, with banking sector as a case study.
Presented at the 13th Annual Banking and Finance Conference, FINSIA and the Melbourne Centre for Financial Studies. 2008.
Innovators_Guidebook_workdifferently_gravitytank
This document provides an overview of an Innovators' Guidebook developed by the Center for Care Innovation to teach the process of innovation. The guidebook takes the reader through six principles of working differently: See and Experience, Dimension and Diagram, Question and Reframe, Imagine and Model, Test and Shape, and Pitch and Commit. It provides techniques, methods, tips and worksheets to help teams apply each principle to solve problems in an innovative way. The document encourages an iterative process and emphasizes user-centered design thinking.
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Slides David Cooperrider Pre-Conference #2012WAIC (part 3)
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This document discusses how experience of wholeness can bring out the best in people, propel innovation, create new life, and eclipse old patterns in an easy way. It provides examples of business results from using this approach, including increased productivity, engagement, and stock prices. The document then examines why high engagement is important for competitive advantage and discusses research showing that people are dying to be more engaged. It explores how appreciative inquiry addresses essentials of change management like managing transition, novelty, and continuity. Overall, the document advocates for using strengths-based leadership and appreciative inquiry to tap into human potential.COMMUNITIES of PRACTICE
This document discusses communities of practice (CoPs), which are groups of people who share a common interest and come together regularly to learn from each other. The presentation covers what CoPs are, their benefits, types of CoPs, where the concept is being applied, how to build and maintain CoPs, examples of CoPs like FabLabs and entrepreneur networks, criticisms of CoPs, and conclusions. CoPs can drive innovation, spread best practices, develop skills, and help companies recruit and retain talent through peer-to-peer learning. Both self-organized and sponsored CoPs exist, serving different purposes and holding together in different ways. Building and sustaining CoPs requires a clear purpose, leadership, processes, and value
Anticipatory Organization: Accounting and Finance Edition (AOAF)
“Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.” - Daniel Hood, Editor-in-Chief of Accounting Today (when recognizing AOAF as a 2016 Top Product in Learning
The competency of “anticipation” actually includes a number of competencies included in many of the top companies of today.
Across these models, you'll see a common theme of “strategic thinking," "innovation" and “leading change."
Many of these organizations build (and validate) fantastic competency models and know what they want people to do.
The top five skills and competencies identified for CPAs, accounting and finance professionals are:
1. Strategic and critical thinking;
2. Communication;
3. Anticipating and serving evolving needs;
4. Inspiring and motivating others;
5. Collaboration and mobilizing consensus
The beauty of the Anticipatory Organization model is that it offers a clear process that makes highly-abstract leadership competencies attainable and trainable. Using nano-leanring in very short 3-4 minute single concept videos (imagine a series of shirt Ted Talks) with rapid application exercises to immediately apply the concepts to the job, and visual job aids to reinforce and remember the learning. Add a team implementation and collaboration guide and you can create a shared language and culture of being anticipatory and proactive.
If an organization wants to make "strategic thinking" or "innovation" a core competency, we can provide clear, trainable activities that can be targeted to a wide range of learners (from individual contributors to senior leadership). We provide the bridge between the competency model and the desired observable behaviors.
For more information visit www.blionline.org/ao or contact Tom Hood tom@blionline.org
Organisational silos
Organizational silos occur when departments within an organization do not share information. This can be caused by a lack of cooperation and communication. Consequences of silos include reduced efficiency and morale. To address silos, an organization must create a unified vision, direct efforts towards common goals, measure progress, and encourage collaboration between departments. Breaking down silos improves outcomes like reducing production cycle times.
Entreprenuership_ppt4.pptx idea generat
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Those entrepreneurs who are capable of understanding the trend and start working on that may get success in their venture.
Teams That Flow ebook - Nokia #SmarterEveryday
Flow is the psychological description of those really satisfying occasions
at work: you’re productive, engaged, confident and operating at your full potential. When a team is in flow, it’s innovative, harmonious and productive. Being part of it improves the performance of each member. Communication is purposeful and clear. Friction is seen as an opportunity, not a personal threat. Location and time zones pose no barriers. The balance is just right, and everything flows.
This book is a guide to building a team that flows. We’re going to begin with the theory, explaining the concepts and elements you need to create flow, before moving onto the practicalities of harnessing the power of collaboration,
working alongside technology, and leading a more productive working life within any team.
Innovation Hot Spots
The document discusses different models of global innovation and how companies can take advantage of them. It outlines four models: the focused factory, brute force, Hollyworld, and large-scale ecosystems. It also discusses driving forces behind global innovation like the war for talent and countries embracing innovation. Companies are advised to understand emerging models, combine different strengths, and build relationships to benefit from different national innovation environments.
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This document discusses various aspects of fostering corporate entrepreneurship. It describes factors that contributed to the emergence of entrepreneurial economies, including advances in technology and demographic trends. It also outlines steps that can help develop an entrepreneurial mindset within organizations, such as setting goals, providing feedback, and emphasizing individual responsibility. Additionally, the document presents models for sustaining corporate entrepreneurship and developing innovative teams.
Remote! - Training for Virtual Teams
Remote! is a simulation-based training that teaches the fundamentals of managing and working on virtual teams.
Simulation Kick-Off: Virtuali divides the class into groups and provides a project that learners complete in virtual teams over a 2-week period (approximately 4-6 hours per learner). The project deals with generating innovative ideas and/or solving a relevant business problem.
Group Work and Presentations: As learners work together in small groups, they communicate, meet, and make decisions virtually, while experimenting with new technology. At the end of the 2-week period, the groups present their results. The class evaluates each of the projects and selects a winner.
Webinar and Debrief. After the simulation is complete, Virtuali conducts a 2-hour webinar that teaches techniques and best practices for working on virtual teams. (For a list of topics, see What you’ll learn below.)
What You'll Learn:
Remote! is designed to teach the fundamentals of managing and working on virtual teams. In addition to the project simulation, Virtuali conducts a 2-hour webinar that provides the opportunity for learners to reflect on their project experience and addresses the following topics:
• Culture. Creating a culture that empowers virtual work – at the organizational and team level.
• Communication. Establishing clear guidelines, setting the frequency, and using technology.
• Conducting Meetings. Structuring and conducting meetings to maximize participant engagement.
• Project Management. Selecting team members, building trust, and achieving positive outcomes.
• Technology. Evaluating and selecting technology tools, fostering adoption, and managing IT security.
• Staying healthy. Maintaining a healthy work-life balance and high morale.
The nature of work is changing. Employees increasingly use electronic forms of communication, work with geographically dispersed teams, and spend more time outside of the office. When done correctly, these changes cut costs, increase productivity, and boost employee satisfaction. Contact us today to learn how Remote! can help your organization reap these benefits and enable your employees to excel in an increasingly virtual work environment. Contact us today at info@govirtuali.com.
Communities of practice what matters at work
Communities of Practice Slides from a webinar from Harry Webne-Behrman, author of What Matters at Work ( https://amzn.to/2XedDQR ) and Darin Eich of InnovationLearning.org. This was an experiential workshop with activities and breakouts. These are the slides from the main presentation.
Strategic Thinking and the Art of Being Discontinuous
This document discusses strategic thinking and being discontinuous through effectual and entrepreneurial mindsets. It contrasts causal and effectual logic, noting that effectual thinkers imagine new ends using available means while causal thinkers select means to achieve predetermined goals. Other topics covered include environmental scanning approaches, disruptive innovations, escalating experiments, and balancing exploitation with exploration through an ambidextrous approach. The overall message is that embracing uncertainty, experimentation, and disruptive thinking can help organizations identify new opportunities for change and growth.
"
This document outlines an agenda for an interactive workshop on innovative problem solving and getting unstuck in one's thinking. The workshop will include:
1) Short videos on topics like failure, creative thinking, and motivation.
2) Hands-on conversations and exercises using a problem solving workbook, including role plays and group activities.
3) Discussions on explaining new products, finding competitive advantages, and problem solving for future innovation.
The goal is to engage participants in active thinking practices to help connect ideas to real-world business applications and outcomes through reflection and experiential learning.
"Innovative Problem Solving: Getting Unstuck In Your Thinking"
This document summarizes an interactive workshop on innovative problem solving and getting unstuck in thinking. The workshop includes guidelines for participation, an introduction to thinking role plays and activities in the included workbook. It outlines segments on problem solving videos, hands-on conversation and exploration of topics like explaining new products and finding competitive advantage. Methods that will be covered include the six thinking hats technique and accessing crucible knowledge. The document emphasizes practicing leadership skills, using emotional and cognitive intelligence, and that attitude, beliefs and perceptions influence problem solving.
Dr. calvin1
This document summarizes an interactive workshop on innovative problem solving and getting unstuck in thinking. The workshop includes guidelines for participation, an introduction to thinking role plays and activities in the provided workbook. It outlines segments on problem solving videos, hands-on conversation and exploration of topics like explaining new products and finding competitive advantage. Methods that will be covered include the six thinking hats technique and accessing crucible knowledge. The document emphasizes practicing leadership skills, using emotional and cognitive intelligence, and that attitude, beliefs and perceptions influence problem solving.
IT Strategies for the New Economy v02 - with Banking as a Case Study
The book "Origin of Wealth" by Eric Beinhocker et. al from the McKinsey Global Institute describes the "complexity economics" that is emergent in today's networked economy.
This presentation looks at the implications for IT strategies for businesses, with banking sector as a case study.
Presented at the 13th Annual Banking and Finance Conference, FINSIA and the Melbourne Centre for Financial Studies. 2008.
Innovators_Guidebook_workdifferently_gravitytank
This document provides an overview of an Innovators' Guidebook developed by the Center for Care Innovation to teach the process of innovation. The guidebook takes the reader through six principles of working differently: See and Experience, Dimension and Diagram, Question and Reframe, Imagine and Model, Test and Shape, and Pitch and Commit. It provides techniques, methods, tips and worksheets to help teams apply each principle to solve problems in an innovative way. The document encourages an iterative process and emphasizes user-centered design thinking.
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Next Level Collaboration: The Future of Content and Design by Rebekah Cancino...
The document discusses the importance of open collaboration in content and design. It outlines four types of openness that enable effective collaboration: 1) personal openness through humility, 2) active openness by contributing across roles, 3) outward openness through understanding user needs, and 4) exponential openness where cross-discipline teams co-design. Creating a culture of openness sets the stage for successful collaboration and co-design, which are essential to building interconnected experiences.
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A talk given to University of Washington HCDE Program introducing how design thinking offers a toolkit for the 21st century "4C" skills of collaboration, communication, creativity and critical thinking
Similar to Drucker chapter 4 (20)
Slides David Cooperrider Pre-Conference #2012WAIC (part 3)
Slides David Cooperrider Pre-Conference #2012WAIC (part 3)
Anticipatory Organization: Accounting and Finance Edition (AOAF)
Anticipatory Organization: Accounting and Finance Edition (AOAF)
Strategic Thinking and the Art of Being Discontinuous
Strategic Thinking and the Art of Being Discontinuous
"Innovative Problem Solving: Getting Unstuck In Your Thinking"
"Innovative Problem Solving: Getting Unstuck In Your Thinking"
IT Strategies for the New Economy v02 - with Banking as a Case Study
IT Strategies for the New Economy v02 - with Banking as a Case Study
Next Level Collaboration: The Future of Content and Design by Rebekah Cancino...
Next Level Collaboration: The Future of Content and Design by Rebekah Cancino...
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The document discusses key aspects of emergency management for sport facilities and events. It defines FEMA as the Federal Emergency Management Agency, formed in 1979 to coordinate federal response to major disasters that overwhelm local/state authorities. The four phases of emergency management are outlined as mitigation, preparedness, response, and recovery. Emergencies can range from local to major to catastrophic depending on their scope and impact. Proper training is emphasized as critical to overcoming fear and responding effectively in emergency situations.
Chapter 13
The document discusses different types of capital needed for businesses, including fixed capital for permanent assets, working capital for short-term operations, and growth capital for expansion. It compares equity capital, which involves giving up ownership stake, versus debt capital through loans. Sources of equity include angel investors, corporate venture capital, and venture capital firms. The document also outlines several federal loan programs targeted at small businesses, including EDA, HUD, USDA, SBIR, and STTR grants. It provides an example of how The Boston Beer Company supports small businesses through microloans and speed coaching services.
The corporation chapter 3
This document contains chapter discussion questions and information about ethics and decision making. It asks questions about externalities, the Anderson v. General Motors case, cost-benefit analysis, and the "science of exploitation". It defines key terms like objective decision making, ethics, morality, utilitarianism, and the golden rule. It also discusses offshoring, layoffs, animal testing, and how corporations legally are considered persons but cannot make ethical decisions themselves.
The corporation chapter 4
The document discusses consumerism in America and the power of consumers. It notes that corporations hold the most power in the economy, but consumers ultimately determine pricing and financial success through their purchasing decisions. However, consumers infrequently exert their power due to fostering of materialism and desire for goods/services. Studies show rising levels of materialism among adolescents and college students pursuing degrees primarily to make money rather than help others.
The corporation chapter 5
This document discusses various marketing concepts and strategies used to target consumers, especially children. It explains that the goal of marketing is to build brand awareness, adoption, and loyalty in order to persuade customers to purchase products. Marketers closely study demographics and psychographics to identify target markets. The document also examines how corporations extensively market directly to children, exploiting their vulnerabilities, and how parents influence children's purchasing behaviors. It suggests companies seek to commodify all aspects of people's lives in order to maximize lifetime customer value.
Food inc
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help regulate emotions and stress levels.
Chapter 10
This document summarizes key concepts around pricing strategies. It discusses the three forces of pricing: price conveys image, competition influences pricing, and focus on providing value. It also outlines three objectives for establishing a new product's price: getting the product accepted, maintaining market share as competition grows, and earning a profit. Finally, it describes three basic strategies for setting a new product's price: market penetration pricing, skimming pricing, and sliding down the demand curve.
Chapter 11
Crowd management involves implementing strategies and procedures to ensure a safe and enjoyable environment for event guests. This includes managing guest movement, assisting in emergencies, and addressing specific concerns. Prudent managers must be able to foresee and anticipate crowd-related incidents. The SEC fines schools if fans rush the court after basketball and football games. In Bearman v. University of Notre Dame, the court found the university responsible for protecting invitees from negligent third-party acts, like an intoxicated spectator injuring another, because alcohol was served making such incidents foreseeable.
Chapter 13
The document discusses different types of business capital and financing options for small businesses. It defines equity capital as financing obtained through the sale of stock, while debt capital involves borrowing money that must be repaid. Sources of equity capital mentioned include individual angel investors, corporate venture capital firms, and venture capital companies. Federal loan programs aimed at small businesses that are outlined include those from the Economic Development Administration (EDA), Department of Housing and Urban Development (HUD), US Department of Agriculture (USDA), Small Business Innovation Research (SBIR) program, and Small Business Technology Transfer (STTR) program. The document also defines three types of capital that entrepreneurs need - fixed capital for permanent assets, working capital for short-term operations,
The corporation chapter 3
The document discusses chapter 3 discussion questions about externalities, a lawsuit against General Motors, jury awards in the lawsuit, the "science of exploitation" applied to Nike, the 1911 Triangle Shirtwaist Factory disaster, US labor laws passed in 1938, the percentage of sweatshops in NYC, and the level of compliance with US labor laws. It also defines objective and subjective decision making, ethics, morality, rationalization, the golden rule, utilitarianism, ethical decisions corporations need to make, offshoring, layoffs, animal testing, and indirectly marketing adult products to minors.
Chapter 9
This document contains information about risk management, facility management, and event security. It discusses the DIM process for developing a risk management plan, which involves three steps: developing, implementing, and managing the plan. It also outlines the three steps for developing a risk management plan: identifying risks, classifying risks, and selecting treatments for the risks. The document provides information on controlling access within facilities and managing the risks of injury and loss.
Chapter 10
This document discusses pricing strategies and objectives. It outlines 3 forces of pricing: price conveys image, competition & pricing, and focus on value. It also discusses 3 objectives for establishing a new product's price: getting the product accepted, maintaining market share as competition grows, and earning a profit. Finally, it explains 3 basic strategies for establishing a new product's price based on whether the product is revolutionary, evolutionary, or me-too.
Chapter 11
The document discusses various topics related to crowd management at sporting events including:
- Ohio State University's policy of allowing students to celebrate on the field after victories despite attempts to keep them off.
- The SEC's 2004 policy fining schools if fans storm the court/field after basketball and football games, with fines increasing for repeat offenses.
- The definition of crowd management as an organizational strategy to provide a safe and enjoyable environment for guests through implementing facility/event policies and procedures.
- Festival seating, where seating is up next to barricades in front of stages, which can create problems if crowds rush forward.
- Factors like crowd movement, emergencies, and addressing guest concerns that
Chapter 15
This document discusses aging, health, and complementary and alternative medicine (CAM). It defines terms like chronological age, physiological age, and life expectancy. It states that lifestyle behaviors have a greater impact on health and longevity than genes. The document also discusses three categories of CAM therapies - natural products, mind-body medicine, and manipulative and body-based methods. Finally, it notes that almost $50 billion is spent out-of-pocket each year on CAM treatments in the United States.
Chapter 12
The document contains discussion questions about immunity, sleep disorders, stress, personality types, and time management. Some key points include:
- Immunity involves the body's defense against invaders through lymphocytes and antibodies.
- The main sleep disorder groups are problems falling/staying asleep, excessive sleepiness, irregular sleep schedules, and sleep behaviors like sleepwalking.
- College students average 6.5 hours of sleep per night, with only 8% getting 8+ hours and 30% reporting chronic sleep difficulties.
- Stress is the body's response to any new or threatening situation, and too much negative stress can impair health through distress. The General Adaptation Syndrome describes the three stages of alarm, resistance, and exhaustion in
Chapter 9
This document discusses risk management concepts and the 1972 Munich Olympics terrorist attack. It provides discussion questions about slip-and-fall accidents, stadium incidents, and the definition and goals of risk management. It then summarizes the 1972 Munich Olympics terrorist attack where Black September members took Israeli athletes hostage, resulting in all the athletes' deaths. The document asks how the terrorist attack was mishandled from an event management and security standpoint. It discusses the duties of a sports facility manager to keep premises safe and inspect for hazards. The primary goal of a risk manager is to reduce risks of injury or loss while managing a sports facility.
Chapter 14
The document discusses factors to consider when choosing a location for a new business, focusing on the beer industry. It recommends starting with region, then state, city, and specific site. Key factors include customer base, population trends, business climate, costs, and for breweries, beer culture and regulations. States like California, Washington and Colorado are good options due to their many craft breweries and beer-friendly environments. Narrowing options based on these comprehensive criteria helps find a suitable location for business success.
The corporation chapter 2
This document discusses several examples of cause-marketing campaigns undertaken by for-profit businesses. It describes campaigns by Nike to support the Lance Armstrong Foundation through Livestrong bracelet sales, Yoplait's campaign to support Susan G. Komen for the Cure by donating proceeds from pink yogurt lids, and Product Red's partnership with companies like Apple and Starbucks to support the Global Fund's efforts against AIDS, tuberculosis, and malaria. It also discusses Boston Beer Company's Brewing the American Dream initiative that provides microloans and coaching to small food and beverage businesses, and The One Fund Boston established to help victims of the Boston Marathon bombings.
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