YAHOO! INC. ANNUAL REPORTIntroductionThe purpose of this rese.docx
•Download as DOCX, PDF•
0 likes•10 views
YAHOO! INC. ANNUAL REPORT Introduction: The purpose of this research is to analyze the information contained in the financial statements that is income statement and balance sheet of Yahoo! Inc. Yahoo! Inc. fiscal year ends on 31st December and operates under technology sector and internet information providers industry. It provides search and display advertising services on yahoo properties and affiliate sites worldwide. Hence its focus is on informing, connecting and entertaining its users. Financial statements: Yahoo! Inc.’s total assets at the end of its most recent annual reporting period, 2014 was $61,960,344 thousands while its total assets at the end of previous annual reporting period, 2013 was $16,804,959 thousands. Total assets information is important as it represents items owned by the company. Yahoo! Inc. can use this information in asset performance analysis which includes calculation of: cash conversion cycle, return on asset ratio and fixed asset turnover ratio. Yahoo! Inc. had $2,667,916 thousands cash and cash equivalents at the end of its most recent annual reporting period. Yahoo! Inc. accounts payable at the end of its most recent annual reporting period , 2014 was $4,191,618 thousands while its accounts payable at the end of previous annual reporting period, 2013 was $1,045,813 thousands. Yahoo! Inc.’s net revenues for the last three annual reporting periods were: $4,618,133 thousands, $4,680,380 thousands and $4,986,566 thousands for the years 2014, 2013 and 2012 respectively. Yahoo! Inc. net income for the two most recent annual reporting period was $7,521,731 thousands and $1,366,281thousands for the years 2014 and 2013 respectively. The change in dollars in its net income from the most recent annual reporting period to the previous annual reporting period is $6,155,450 thousands. Yahoo! Inc.’s total current assets at the end of the most recent annual reporting period, 2014 was $9,699,107 thousands while its total current assets at the end of the previous annual reporting period, 2013 was $5,025,857 thousands. The information found in the financial statements is used for the analysis and evaluation of the company’s performance, liquidity, efficiency and profitability. This information is essential to all company stakeholders such as potential investors, employees, suppliers. In the above information, stakeholders will be interested on amount of total assets, current assets, net income and net revenue as it will help in calculation of ratios used in analyzing the company’s efficiency, liquidity and profitability. YAHOO! INC. INCOME STATEMENT AND BALANCE SHEET Yahoo! Inc. (YHOO) Income Statement View: Annual Data | Quarterly Data All numbers in thousands Period Ending Dec 31, 2014 Dec 31, 2013 Dec 31, 2012 Total Revenue 4,618,133 4,680,380 4,986,566 Cost of Revenue 1,298,314 1,349,380 1,620,566 Gross Profit 3,319,819 3,331,000 3,366,000 Operating Expenses Research Development 1,20.
Report
Share
Report
Share
Recommended
Financial Reporting - II1The purpose of this research is to.docx
Financial Reporting - II
1
The purpose of this research is to analyze the information contained in the financial statements that is income statement and balance sheet of Yahoo! Inc. Yahoo! Inc. fiscal year ends on 31st December and operates under technology sector and internet information providers industry. It provides search and display advertising services on yahoo properties and affiliate sites worldwide. Hence its focus is on informing, connecting and entertaining its users.
Financial Statements Analysis:
As per company’s balance sheet given below, company shows its assets in proper headings. Under heading current assets all current assets are shown in the order of liquidity. After current assets company has shown its investments and non-current assets. Thus, company assets are classified in the following order:
a) Current Assets
b) Investments
c) Property, Plant, and Equipment
d) Intangible Assets
e) Other Assets
A cash equivalent is a highly liquid investment having a maturity of three months or less. Examples of cash equivalents are: Commercial paper; Marketable securities; Money market funds; Short-term government bonds; Treasury bills.
At the end of the year 2014 company’s cash and cash equivalents are of $2,667,778 thousands. The same at the end of the year 2013 was $2,077,590 thousands. Thus, there is a significant increment in cash and cash equivalents in the year 2014. This is a positive change so far company’s liquidity is concerned.
Company’s total current liabilities at the end of its most recent annual reporting period (2014) are $1,290,232thousands and the same at the end of the year 2013 was $1,340,312thousands. Thus, there is significant decline in company’s current liabilities, which is excellent for the company from the liquidity point of view.
Potential investor wants to know the financial viability of the company and proper classification of the assets in the balance sheet assists them to have a fair idea about company’s property. Sufficient cash and cash equivalents ensures investors timely payment of return on their investment by the company. Creditors can also measure safety and timely payment of their dues or claims on the company besides this it help the employee to identify timely payment of their salaries.
The amount of current liability is a key factor of determining company’s liquidity position. Sound liquidity position of the company helps the investors, creditors to take their investment decisions without any uncertainty.
FINANCIAL STATEMENTS OF YAHOO! INC.
Income Statement
View: Annual Data
All numbers in thousands
Period Ending
Dec 31, 2014
Dec 31, 2013
Dec 31, 2012
Total Revenue
4,618,133
4,680,380
4,986,566
Cost of Revenue
1,298,314
1,349,380
1,620,566
Gross Profit
3,319,819
3,331,000
3,366,000
Operating Expenses
Research Development
1,207,146
1,008,487
885,824
Selling General and Administrative
1,809,011
1,700,375
1,641,819
Non Recurring
191,864
...
IntroductionThe Big Calculating Tool ™ for your annual reportCalcu.docx
IntroductionThe Big Calculating Tool ™ for your annual reportCalculating financial ratios is an important part of analyzing an annual report for a public company. Using this calculating tool can help you make the task much easier.Analyzing trends is a vital aspect of interpreting the financial data in an annual report. Not only will the Big Calculating Tool crunch the numbers for you, it will also display the data with line and bar charts. You will quickly be able to see and identify the important financial trends.The financial data is arranged from left to right with the most recent financial data appearing in the leftmost column. This is consistent with how financial data is reported on the financial statements of your annual report. Trend information and charts are arranged with the most recent data appearing in the rightmost column. This is consistent with the manner in which trend data and historical charts are generally displayed.You won't waste time crunching numbers. You’ll have more time to get under the hood of your annual report and understand what is happening in your company.You'll find an individual worksheet for each calculation along with a worksheet for the balance sheet, statement of operations and statement of cash flows.Clicking on the hyperlinks in the Table of Calculations will take you right to the financial data, trend information and trend charts.Copyright DA Bittar and Associates 2012, 2013
InstructionsHow to Use the Big Calculating ToolFollow these instructions and the Big Calculating Tool will crunch all of the numbers for you.1) Enter your setup data in the yellow fields.Enter your Company's official name here:XYZ Company Inc.Current YearPrevious YearNext Previous YearEnter the fiscal years for the SEC Forms 10K here:201420132011201420132011Enter the price per share of common stock here:$58.000$58.000$58.0002) How to enter your Company's financial data into The Big CalculatorBalance SheetSubstitute the values in the spreadsheet for the values from your Company's Balance Sheet. You may also change the account descriptions to match those used by your Company.Statement of OperationsSubstitute the values in the spreadsheet for the values from your Company's Statement of Operations. You may also change the account descriptions to match those used by your Company.Statement of Cash FlowsSubstitute the values in the spreadsheet for the values from your Company's Statement of Cash Flows. You may also change the account descriptions to match those used by your Company.
Table of CalculationsTable of Calculations(Click on the 'Go Arrow' Buttons below to view the calculations)Question 4.7 – First look at the company’s strengthQuestion 4.10 - Debt to equity and the competitionQuestion 4.15 - The big questions. Are they makin' money? Are they lookin' good?Question 4.17 - How strong is your company's cash position?Question 4.18 - How well can your company pay its bills?Question 4.19 - How leveraged is your comp ...
Financial Statement Analysis.docx
Financial Statement Analysis
During the recession many industries failed down which results into the loss of millions of dollars of the Investors and Stockholders. Later after all those incidents government has decided to make it necessary to have a financial statement to all the companies.
I am appointed as a Chief Financial Officer of the Norton Healthcare, which is operating in different parts of the country with hundreds of branches. All the financial statements should be made in each financial year, and that must be submitted to an independent financial organization. The firm will then analyze and give its recommendation as per the financial situation of the company. Company is more evaluating its strategies and decision regarding the business. The financial Statement is a necessary tool for the investor’s so that they can make investment decisions as per the financial performance of the company.
I have reviewed the financial health of the company by doing an internal survey. Years which I have covered during this are 2012, 2013 and 2014. The financial situation of the company is as following report.
2012:
2013:
2014:
In the Three consecutive years company has shown tremendous growth in terms of earning and increase in the total asset. In the year of 2012 the revenue generated by the company was $716,275,861 which was increase by the $ 65,772,910 in the year of the 2013. This increase in the Net asset in the beginning of the year shows a perfect path for the company as well as for the economy. Later in the year of the 2013, net asset of the company is become $2,241,164,734 which increases to $ 2,354,735,888 in the year of 2014. This shows a very good trend to the economy and the organization.
After analyzing the organization’s data one thing which impacts the organization is the non operating loss, the non operating losses in the year of 2013 increased many times and later on it increased many folds. This has negative impact on the performance of the company. The severe losses which are counted in the non operating losses are gain or losses from the investment, property sell and from the currency exchange. Non operating revenues and expenses show a loss of $1.9 million in the year of 2013, which was about $39.7 million in the year of 2012. The losses on the extinguishment of debt associated with this bond issued total $3.8 million. Losses on some software and hardware were about $2.4 million. The change in mark to the market loss position was about $ 10 million in the year of 2012 which was later improved to the $11.8 million.
As a CFO of the Organisation, I have some regulation which could be issued so that losses can be made under control. Non- Operating losses which accounts to millions in the year of 2013-2014, which can be minimized by selecting the thing which are involved within the organization and can be done separately by mitigating the losses. Losses due to the software and hardware which acco ...
Parker Hannifin Annual Report 2014
http://parker.com/aboutus - Parker continues to push the bounds of what is possible by collaborating with researchers to develop innovations that can have a meaningful impact on people’s lives.
The innovative filtration system shown on the cover of this report utilizes several Parker technologies and represents a promising advancement in fighting cancer. The device supports a treatment designed to enhance the body’s ability to use its own immune system to attack cancer cells. This treatment could provide a nontoxic alternative to improve the lives of both early and late-stage cancer patients.
The examples throughout this report showcase what can be done when we apply our technology and engineering expertise to help solve some of the world’s greatest engineering challenges. Today, Parker is uniquely positioned to partner on innovations that matter to people by advancing health care and improving the quality of life.
Download at this link
http://www.parker.com/parkerimages/Parker.com/About%20Us/Literature/Parker%20Annual%20Report%20Final%20WEB%2019Sept2014.pdf
Recommended
Financial Reporting - II1The purpose of this research is to.docx
Financial Reporting - II
1
The purpose of this research is to analyze the information contained in the financial statements that is income statement and balance sheet of Yahoo! Inc. Yahoo! Inc. fiscal year ends on 31st December and operates under technology sector and internet information providers industry. It provides search and display advertising services on yahoo properties and affiliate sites worldwide. Hence its focus is on informing, connecting and entertaining its users.
Financial Statements Analysis:
As per company’s balance sheet given below, company shows its assets in proper headings. Under heading current assets all current assets are shown in the order of liquidity. After current assets company has shown its investments and non-current assets. Thus, company assets are classified in the following order:
a) Current Assets
b) Investments
c) Property, Plant, and Equipment
d) Intangible Assets
e) Other Assets
A cash equivalent is a highly liquid investment having a maturity of three months or less. Examples of cash equivalents are: Commercial paper; Marketable securities; Money market funds; Short-term government bonds; Treasury bills.
At the end of the year 2014 company’s cash and cash equivalents are of $2,667,778 thousands. The same at the end of the year 2013 was $2,077,590 thousands. Thus, there is a significant increment in cash and cash equivalents in the year 2014. This is a positive change so far company’s liquidity is concerned.
Company’s total current liabilities at the end of its most recent annual reporting period (2014) are $1,290,232thousands and the same at the end of the year 2013 was $1,340,312thousands. Thus, there is significant decline in company’s current liabilities, which is excellent for the company from the liquidity point of view.
Potential investor wants to know the financial viability of the company and proper classification of the assets in the balance sheet assists them to have a fair idea about company’s property. Sufficient cash and cash equivalents ensures investors timely payment of return on their investment by the company. Creditors can also measure safety and timely payment of their dues or claims on the company besides this it help the employee to identify timely payment of their salaries.
The amount of current liability is a key factor of determining company’s liquidity position. Sound liquidity position of the company helps the investors, creditors to take their investment decisions without any uncertainty.
FINANCIAL STATEMENTS OF YAHOO! INC.
Income Statement
View: Annual Data
All numbers in thousands
Period Ending
Dec 31, 2014
Dec 31, 2013
Dec 31, 2012
Total Revenue
4,618,133
4,680,380
4,986,566
Cost of Revenue
1,298,314
1,349,380
1,620,566
Gross Profit
3,319,819
3,331,000
3,366,000
Operating Expenses
Research Development
1,207,146
1,008,487
885,824
Selling General and Administrative
1,809,011
1,700,375
1,641,819
Non Recurring
191,864
...
IntroductionThe Big Calculating Tool ™ for your annual reportCalcu.docx
IntroductionThe Big Calculating Tool ™ for your annual reportCalculating financial ratios is an important part of analyzing an annual report for a public company. Using this calculating tool can help you make the task much easier.Analyzing trends is a vital aspect of interpreting the financial data in an annual report. Not only will the Big Calculating Tool crunch the numbers for you, it will also display the data with line and bar charts. You will quickly be able to see and identify the important financial trends.The financial data is arranged from left to right with the most recent financial data appearing in the leftmost column. This is consistent with how financial data is reported on the financial statements of your annual report. Trend information and charts are arranged with the most recent data appearing in the rightmost column. This is consistent with the manner in which trend data and historical charts are generally displayed.You won't waste time crunching numbers. You’ll have more time to get under the hood of your annual report and understand what is happening in your company.You'll find an individual worksheet for each calculation along with a worksheet for the balance sheet, statement of operations and statement of cash flows.Clicking on the hyperlinks in the Table of Calculations will take you right to the financial data, trend information and trend charts.Copyright DA Bittar and Associates 2012, 2013
InstructionsHow to Use the Big Calculating ToolFollow these instructions and the Big Calculating Tool will crunch all of the numbers for you.1) Enter your setup data in the yellow fields.Enter your Company's official name here:XYZ Company Inc.Current YearPrevious YearNext Previous YearEnter the fiscal years for the SEC Forms 10K here:201420132011201420132011Enter the price per share of common stock here:$58.000$58.000$58.0002) How to enter your Company's financial data into The Big CalculatorBalance SheetSubstitute the values in the spreadsheet for the values from your Company's Balance Sheet. You may also change the account descriptions to match those used by your Company.Statement of OperationsSubstitute the values in the spreadsheet for the values from your Company's Statement of Operations. You may also change the account descriptions to match those used by your Company.Statement of Cash FlowsSubstitute the values in the spreadsheet for the values from your Company's Statement of Cash Flows. You may also change the account descriptions to match those used by your Company.
Table of CalculationsTable of Calculations(Click on the 'Go Arrow' Buttons below to view the calculations)Question 4.7 – First look at the company’s strengthQuestion 4.10 - Debt to equity and the competitionQuestion 4.15 - The big questions. Are they makin' money? Are they lookin' good?Question 4.17 - How strong is your company's cash position?Question 4.18 - How well can your company pay its bills?Question 4.19 - How leveraged is your comp ...
Financial Statement Analysis.docx
Financial Statement Analysis
During the recession many industries failed down which results into the loss of millions of dollars of the Investors and Stockholders. Later after all those incidents government has decided to make it necessary to have a financial statement to all the companies.
I am appointed as a Chief Financial Officer of the Norton Healthcare, which is operating in different parts of the country with hundreds of branches. All the financial statements should be made in each financial year, and that must be submitted to an independent financial organization. The firm will then analyze and give its recommendation as per the financial situation of the company. Company is more evaluating its strategies and decision regarding the business. The financial Statement is a necessary tool for the investor’s so that they can make investment decisions as per the financial performance of the company.
I have reviewed the financial health of the company by doing an internal survey. Years which I have covered during this are 2012, 2013 and 2014. The financial situation of the company is as following report.
2012:
2013:
2014:
In the Three consecutive years company has shown tremendous growth in terms of earning and increase in the total asset. In the year of 2012 the revenue generated by the company was $716,275,861 which was increase by the $ 65,772,910 in the year of the 2013. This increase in the Net asset in the beginning of the year shows a perfect path for the company as well as for the economy. Later in the year of the 2013, net asset of the company is become $2,241,164,734 which increases to $ 2,354,735,888 in the year of 2014. This shows a very good trend to the economy and the organization.
After analyzing the organization’s data one thing which impacts the organization is the non operating loss, the non operating losses in the year of 2013 increased many times and later on it increased many folds. This has negative impact on the performance of the company. The severe losses which are counted in the non operating losses are gain or losses from the investment, property sell and from the currency exchange. Non operating revenues and expenses show a loss of $1.9 million in the year of 2013, which was about $39.7 million in the year of 2012. The losses on the extinguishment of debt associated with this bond issued total $3.8 million. Losses on some software and hardware were about $2.4 million. The change in mark to the market loss position was about $ 10 million in the year of 2012 which was later improved to the $11.8 million.
As a CFO of the Organisation, I have some regulation which could be issued so that losses can be made under control. Non- Operating losses which accounts to millions in the year of 2013-2014, which can be minimized by selecting the thing which are involved within the organization and can be done separately by mitigating the losses. Losses due to the software and hardware which acco ...
Parker Hannifin Annual Report 2014
http://parker.com/aboutus - Parker continues to push the bounds of what is possible by collaborating with researchers to develop innovations that can have a meaningful impact on people’s lives.
The innovative filtration system shown on the cover of this report utilizes several Parker technologies and represents a promising advancement in fighting cancer. The device supports a treatment designed to enhance the body’s ability to use its own immune system to attack cancer cells. This treatment could provide a nontoxic alternative to improve the lives of both early and late-stage cancer patients.
The examples throughout this report showcase what can be done when we apply our technology and engineering expertise to help solve some of the world’s greatest engineering challenges. Today, Parker is uniquely positioned to partner on innovations that matter to people by advancing health care and improving the quality of life.
Download at this link
http://www.parker.com/parkerimages/Parker.com/About%20Us/Literature/Parker%20Annual%20Report%20Final%20WEB%2019Sept2014.pdf
An Evaluation of the Financial Performance Analysis at Rane Brake Lining Limi...
This study examines the determinants of financial statement analysis in Rane Brake Lining Limited, Puducherry. Specifically, the study investigates the financial performance of the company. For the study we have collected secondary data from last three years 2017 to 2019. The main objectives of the study to understand the company financial strength during the study period. The financial statement includes balance sheet, income statement and cash flow statement. It has evaluated using methods of horizontal analysis like comparative statement analysis. In the present study the financial performance profitability, liquiduity, solvency and activity status of the Rane Brake Lining Limited, Puducherry. The results of data analysis, liquidity and activity ratio to be found in good position. According to data analysis, recommendations have been given to ensure the company`s revenue and reduce liabilities. All the recommendation and suggestions were made according to key ratios which will directly influence company`s financial performance. Ms. Bakyalakshmi. K | Dr. Sinouvassane. N "An Evaluation of the Financial Performance Analysis at Rane Brake Lining Limited, Puducherry" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd29208.pdf Paper URL: https://www.ijtsrd.com/management/accounting-and-finance/29208/an-evaluation-of-the-financial-performance-analysis-at-rane-brake-lining-limited-puducherry/ms-bakyalakshmi-k
Running Head GOOGLE INC. FINANCIAL ANALYSIS Google Inc. Financi.docx
Running Head: GOOGLE INC. FINANCIAL ANALYSIS
Google Inc. Financial Analysis 9
Google Inc. Financial Analysis
<Name>
<University>
Professor: <>
Date: <>
Executive Summary
Google Inc. is known for its global search engine despite engaging in other segments. The company creates products and services that suit the global market. Google Inc. mission is to organize world information and make it universally accessible. Advertising is a significant segment of Google investment as most of its profit comes from it. Advertising accounts and generates 87% of Google Inc. revenue. Other than that, the company engages in fields of operating system and Platforms. By collaborating with around 75 technology and mobile firms, they have developed android technology where Google has earned 2.8 million dollars from the technology. Android technology is a great platform that facilitates innovation in mobile ecosystem that aims to offer users with great technology experience.
Other products include Google chrome which is developed as a platform to allow browsing the web; it is a new approach to the operating system. Google + is a service that is classified with other social media platforms more so to create business cycles and linkages. Google play is a store containing more than 7,000,000 applications that users can download to serve various uses. Google drive is a cloud computing service where users virtually store their information safely. Google wallet is an electronic payment method where users store their debit and credit card securely. Google TV allows users to watch their different programs. Google is having other upcoming services such as Google now and Google knowledge graph service to ensure they provide the right thing at the right place (Google, 2016).
Company Background
Google is an American global technology firm that specializes in Internet-related services and products as discussed above. The company derives a lot of profits from AdWords which are in the form of online advertisings. Google was established by Larry Page and Sergey Brin in their academic period at Stanford University while undertaking their Ph.D. The two have around 14 % of the company shares while controlling 56 % of the stockholder voting power by super-voting stock.
In 1998, they incorporated Google as a private company with an initial public offering (IPO) following in 2004. Its objective was "to organize the world's information and make it universally accessible and useful," and goes by the unofficial slogan that says "Don't be evil." After the IPO, the company moved to the company headquarters in Mountain View, California, dubbed Googleplex. In the year 2015, the company announced its plans to restructure and reengineer its processes and be a holding company under the name Alphabet Inc. (Yahoo, 2016). After the restructuring, Google became Alphabet's top subs ...
Resultados Twitter 2T 2014
Buenos resultados para la red de información en el segundo trimestre, en el que logra mejorar notablemente sus ingresos y actividad
Résultats financiers Twitter 4ème trimestre 2015
Slides de présentation des résultats financiers de Twitter au 4ème trimestre 2015
Running head FINANCIAL STATEMENT ANALYSIS ON GOOGLE INC.1.docx
Running head: FINANCIAL STATEMENT ANALYSIS ON GOOGLE INC.
1
FINANCIAL STATEMENT ANALYSIS ON GOOGLE INC.
8
A Comprehensive Financial Statement Analysis on (Company Name).
Nathan T. Thomas
ACC 205 Principals of Accounting
Instructor Name
Date
Introduction
The information from Financial statements is used widely by both external and internal users, including investors, creditors, managers, and executives. These users must analyze the information in order to make business decisions and making right decision about the investment opportunities in a company, so understanding financial statements is of great importance. Several methods of performing financial statement analysis exist. This paper is primarily aimed to provide a detailed analysis of the financial statements of Google Inc., selected as a publicly traded company in United States.
First of all a short discussion about the company’s history, its products and services, its industry and competitors is provided in the section named ‘Company Overview’. In the next section, the comprehensive three year income statement and balance sheet analysis is presented. The meaning and importance of horizontal analysis and a visual presentation of the horizontal analysis using the items of income statement and balance sheet of the company as Google Inc. is detailed.
As the ratio analysis is a fundamental necessity of evaluation a firm’s financial and operational soundness and overall performance, the successive section is dealt with ratio analysis of the company. The meaning of the ratios used for analysis and the implications of the results found is enclosed with this section. Finally an effective and meaningful recommendation about the company’s performance and its investment opportunities is provided to all individual and institutional investors.
Company Overview
Google Inc. is a technology company which builds products and provides services in order to organize the information and make it universally accessible and useful by the ultimate users. Google Inc. was founded in 1998 and is headquartered in Mountain View, California, United States. With its 44,777 full time employees the firm is conducting its business in the technology sector and belongs to the Internet Information Providers industry in United States. It provides a ‘Search service’ that delivers so many relevant search results in response to the user queries;‘Product Listing Ads’ that offer product information for customers; Search plus Your World; Google Now, a predictive search feature; and Google Knowledge Graph, which enhances Search service. The company also offers Ad-Words, an auction-based advertising program; AdSense, a program which enables Websites that are part of the Google Network to deliver ads; Google Display, a display advertising network; DoubleClick Ad Exchange, a marketplace for the trading display ad space; and YouTube that provides video, interactive, and other ad formats. In addition, it provides Google Mobile that .
Interview with the President | Annual Rapport 2014 Yokogawa
Orders, net sales, and operating income were all up compared with the previous year due mainly to efforts aimed at expanding the industrial automation and control business, which remains strong outside Japan thanks to energy-related investments growth and continued weakness in the value of the yen.
CASE ANALYSIS ASSIGNMENTIntroduction The assig.docx
CASE ANALYSIS ASSIGNMENT
Introduction
The assignment is case 31.
The organization under review in the assignment is called Build-A-Bear-Workshop.
2
Financial Data Analysis- Horizontal analysis
According to According to Accounting Tools 2015, horizontal analysis is the comparison of historical financial information over a series of reporting periods, or of the ratios derived from this financial information. The intent is to see if any numbers are unusually high or low in comparison to the information for bracketing periods, which may then trigger a detailed investigation of the reason for the difference. The analysis is most commonly a simple grouping of information that is sorted by period, but the numbers in each succeeding period can also be expressed as a percentage of the amount in the baseline year, with the baseline
3
Income statement
The income statement reveals there is a huge difference between the year of 2008 and the following year 2009. The revenue between 2008 and 2009 shows a big decline in net retail sales, a decline over 15%.
4
Balance sheet- statement of financial position
The above statement reveals that the total assets have changed negatively over the last two years, and it was negative percent where it should have been positive if the company was succeeding. The statement points out the negative image that the company’s fixed assets are going down, in this case the company can’t expand and it shows their overall success is very poor at this time.
5
Key Success Factors
Build-A-Bear’s success was in the previous years, when they had record breaking profits, and was in top magazines. The income statements show they had some positive income from 2009 through 2010. They had adapted a great overall success when people entered into the stores. They have succeeded product segmentation, and had a different product that entered into the business world. They were able to capture a full on experience from picking out an animal to make, stuff it, name it, and even clothe it. This was the first company to offer an overall experience like this.
6
Market Data Analysis
In the beginning, Build-A-Bear workshop marketed their products for ages 3 to 12 years of age. This was their market segmentation, and it was working as profits were high. With very little competitors at the time, this workshop was in high demand, thus giving Build-A-Bear the competitive advantage.
7
SWOT-Strengths
-First real company into the market with unique product.
-Build-A-Bear name alone has a competitive advantage over other similar companies.
-Great management and customer appreciation, hands on environment.
-Great causes and charities for special occasions.
-Ranked no. 94 in Fortune ’s “100 Best Companies to Work For” list in 2009 and moved up to no. 80 in the 2010.
8
SWOT -Weaknesess
Lack of technology compared to similar stores.
-Kids are seeking more sophisticated entertainment . . . ...
www.hbrreprints.orgWomen and the Labyrinth of Leader.docx
www.hbrreprints.org
Women and the
Labyrinth of
Leadership
by Alice H. Eagly and Linda L. Carli
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
1
Article Summary
2
Women and the Labyrinth of Leadership
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
11
Further Reading
When you put all the pieces
together, a new picture
emerges for why women don’t
make it into the C-suite. It’s
not the glass ceiling, but the
sum of many obstacles along
the way.
Reprint R0709C
This document is authorized for use only in Prof. Paul Arntson's MSC 496-0 at Northwestern University from Sep 2017 to Mar 2018.
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0709C
http://www.hbrreprints.org
Women and the Labyrinth of Leadership
page 1
The Idea in Brief The Idea in Practice
C
O
P
Y
R
IG
H
T
©
2
0
0
7
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
Women occupy 40% of all managerial posi-
tions in the United States. But only 6% of
the Fortune 500’s top executives are female.
And just 2% of those firms have women
CEOs.
We’ve long blamed such numbers on the
“glass ceiling,” the notion that women suc-
cessfully climb the corporate hierarchy until
they’re blocked just below the summit. But
the problem stems from discrimination op-
erating at all ranks, not just the top, say
Eagly and Carli.
Therefore, to move more women into your
company’s executive suite, you must attack
all barriers to advancement simulta-
neously. For example, prepare women for
line management with demanding assign-
ments. Use objective criteria to measure
performance. And give working mothers
additional time to prove themselves worthy
of promotion.
Women’s leadership style—characterized
by innovating, building trust and empower-
ing followers—is ideally suited to today’s
business challenges. Tackle the obstacles to
women’s progress, and you’ll increase your
firm’s competitive prowess.
Eagly and Carli recommend these strategies
for increasing the number of women in top
positions in your firm:
UNDERSTAND THE CAREER BARRIERS
WOMEN ENCOUNTER
Extensive academic and government research
studies identify these obstacles:
•
Prejudice:
Men are promoted more quickly
than women with equivalent qualifica-
tions, even in traditionally female settings
such as nursing and education.
• Resistance to women’s leadership: People
view successful female managers as more
deceitful, pushy, selfish, and abrasive than
successful male managers.
• Leadership style issues: Many female lead-
ers struggle to reconcile qualities people
prefer in women (compassion for others)
with qualities people think leaders need to
succeed (.
www.hbrreprints.orgThe Five Competitive Forces That Sh.docx
www.hbrreprints.org
The Five Competitive
Forces That Shape
Strategy
by Michael E. Porter
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
1
Article Summary
2
The Five Competitive Forces That Shape Strategy
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
18
Further Reading
Awareness of the five forces
can help a company
understand the structure of its
industry and stake out a
position that is more
profitable and less vulnerable
to attack.
Reprint R0801E
This document is authorized for use only by Phenekia Morgan in WMBA-6030-1/WMBA-6030B-1-Managing Business Info Syst2020 Summer Sem 05/04-08/23-PT2 at Laureate Education -
Walden University, 2020.
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0801E
http://www.hbrreprints.org
The Five Competitive Forces That Shape
Strategy
page 1
The Idea in Brief The Idea in Practice
C
O
P
Y
R
IG
H
T
©
2
0
0
8
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
You know that to sustain long-term profit-
ability you must respond strategically to
competition. And you naturally keep tabs
on your
established rivals
. But as you scan
the competitive arena, are you also looking
beyond
your direct competitors? As Porter
explains in this update of his revolutionary
1979 HBR article, four additional competi-
tive forces can hurt your prospective profits:
•
Savvy
customers
can force down prices
by playing you and your rivals against
one another.
•
Powerful
suppliers
may constrain your
profits if they charge higher prices.
•
Aspiring
entrants
, armed with new ca-
pacity and hungry for market share, can
ratchet up the investment required for
you to stay in the game.
•
Substitute offerings
can lure customers
away.
Consider commercial aviation: It’s one of
the least profitable industries because all
five forces are strong.
Established rivals
compete intensely on price.
Customers
are
fickle, searching for the best deal regardless
of carrier.
Suppliers
—plane and engine
manufacturers, along with unionized labor
forces—bargain away the lion’s share of air-
lines’ profits.
New players
enter the indus-
try in a constant stream. And
substitutes
are readily available—such as train or car
travel.
By analyzing all five competitive forces, you
gain a complete picture of what’s influenc-
ing profitability in your industry. You iden-
tify game-changing trends early, so you can
swiftly exploit them. And you spot ways to
work around constraints on profitability—
or even reshape the forces in your favor.
By understanding how the five competitive forces influence profitability.
More Related Content
Similar to YAHOO! INC. ANNUAL REPORTIntroductionThe purpose of this rese.docx
An Evaluation of the Financial Performance Analysis at Rane Brake Lining Limi...
This study examines the determinants of financial statement analysis in Rane Brake Lining Limited, Puducherry. Specifically, the study investigates the financial performance of the company. For the study we have collected secondary data from last three years 2017 to 2019. The main objectives of the study to understand the company financial strength during the study period. The financial statement includes balance sheet, income statement and cash flow statement. It has evaluated using methods of horizontal analysis like comparative statement analysis. In the present study the financial performance profitability, liquiduity, solvency and activity status of the Rane Brake Lining Limited, Puducherry. The results of data analysis, liquidity and activity ratio to be found in good position. According to data analysis, recommendations have been given to ensure the company`s revenue and reduce liabilities. All the recommendation and suggestions were made according to key ratios which will directly influence company`s financial performance. Ms. Bakyalakshmi. K | Dr. Sinouvassane. N "An Evaluation of the Financial Performance Analysis at Rane Brake Lining Limited, Puducherry" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd29208.pdf Paper URL: https://www.ijtsrd.com/management/accounting-and-finance/29208/an-evaluation-of-the-financial-performance-analysis-at-rane-brake-lining-limited-puducherry/ms-bakyalakshmi-k
Running Head GOOGLE INC. FINANCIAL ANALYSIS Google Inc. Financi.docx
Running Head: GOOGLE INC. FINANCIAL ANALYSIS
Google Inc. Financial Analysis 9
Google Inc. Financial Analysis
<Name>
<University>
Professor: <>
Date: <>
Executive Summary
Google Inc. is known for its global search engine despite engaging in other segments. The company creates products and services that suit the global market. Google Inc. mission is to organize world information and make it universally accessible. Advertising is a significant segment of Google investment as most of its profit comes from it. Advertising accounts and generates 87% of Google Inc. revenue. Other than that, the company engages in fields of operating system and Platforms. By collaborating with around 75 technology and mobile firms, they have developed android technology where Google has earned 2.8 million dollars from the technology. Android technology is a great platform that facilitates innovation in mobile ecosystem that aims to offer users with great technology experience.
Other products include Google chrome which is developed as a platform to allow browsing the web; it is a new approach to the operating system. Google + is a service that is classified with other social media platforms more so to create business cycles and linkages. Google play is a store containing more than 7,000,000 applications that users can download to serve various uses. Google drive is a cloud computing service where users virtually store their information safely. Google wallet is an electronic payment method where users store their debit and credit card securely. Google TV allows users to watch their different programs. Google is having other upcoming services such as Google now and Google knowledge graph service to ensure they provide the right thing at the right place (Google, 2016).
Company Background
Google is an American global technology firm that specializes in Internet-related services and products as discussed above. The company derives a lot of profits from AdWords which are in the form of online advertisings. Google was established by Larry Page and Sergey Brin in their academic period at Stanford University while undertaking their Ph.D. The two have around 14 % of the company shares while controlling 56 % of the stockholder voting power by super-voting stock.
In 1998, they incorporated Google as a private company with an initial public offering (IPO) following in 2004. Its objective was "to organize the world's information and make it universally accessible and useful," and goes by the unofficial slogan that says "Don't be evil." After the IPO, the company moved to the company headquarters in Mountain View, California, dubbed Googleplex. In the year 2015, the company announced its plans to restructure and reengineer its processes and be a holding company under the name Alphabet Inc. (Yahoo, 2016). After the restructuring, Google became Alphabet's top subs ...
Resultados Twitter 2T 2014
Buenos resultados para la red de información en el segundo trimestre, en el que logra mejorar notablemente sus ingresos y actividad
Résultats financiers Twitter 4ème trimestre 2015
Slides de présentation des résultats financiers de Twitter au 4ème trimestre 2015
Running head FINANCIAL STATEMENT ANALYSIS ON GOOGLE INC.1.docx
Running head: FINANCIAL STATEMENT ANALYSIS ON GOOGLE INC.
1
FINANCIAL STATEMENT ANALYSIS ON GOOGLE INC.
8
A Comprehensive Financial Statement Analysis on (Company Name).
Nathan T. Thomas
ACC 205 Principals of Accounting
Instructor Name
Date
Introduction
The information from Financial statements is used widely by both external and internal users, including investors, creditors, managers, and executives. These users must analyze the information in order to make business decisions and making right decision about the investment opportunities in a company, so understanding financial statements is of great importance. Several methods of performing financial statement analysis exist. This paper is primarily aimed to provide a detailed analysis of the financial statements of Google Inc., selected as a publicly traded company in United States.
First of all a short discussion about the company’s history, its products and services, its industry and competitors is provided in the section named ‘Company Overview’. In the next section, the comprehensive three year income statement and balance sheet analysis is presented. The meaning and importance of horizontal analysis and a visual presentation of the horizontal analysis using the items of income statement and balance sheet of the company as Google Inc. is detailed.
As the ratio analysis is a fundamental necessity of evaluation a firm’s financial and operational soundness and overall performance, the successive section is dealt with ratio analysis of the company. The meaning of the ratios used for analysis and the implications of the results found is enclosed with this section. Finally an effective and meaningful recommendation about the company’s performance and its investment opportunities is provided to all individual and institutional investors.
Company Overview
Google Inc. is a technology company which builds products and provides services in order to organize the information and make it universally accessible and useful by the ultimate users. Google Inc. was founded in 1998 and is headquartered in Mountain View, California, United States. With its 44,777 full time employees the firm is conducting its business in the technology sector and belongs to the Internet Information Providers industry in United States. It provides a ‘Search service’ that delivers so many relevant search results in response to the user queries;‘Product Listing Ads’ that offer product information for customers; Search plus Your World; Google Now, a predictive search feature; and Google Knowledge Graph, which enhances Search service. The company also offers Ad-Words, an auction-based advertising program; AdSense, a program which enables Websites that are part of the Google Network to deliver ads; Google Display, a display advertising network; DoubleClick Ad Exchange, a marketplace for the trading display ad space; and YouTube that provides video, interactive, and other ad formats. In addition, it provides Google Mobile that .
Interview with the President | Annual Rapport 2014 Yokogawa
Orders, net sales, and operating income were all up compared with the previous year due mainly to efforts aimed at expanding the industrial automation and control business, which remains strong outside Japan thanks to energy-related investments growth and continued weakness in the value of the yen.
CASE ANALYSIS ASSIGNMENTIntroduction The assig.docx
CASE ANALYSIS ASSIGNMENT
Introduction
The assignment is case 31.
The organization under review in the assignment is called Build-A-Bear-Workshop.
2
Financial Data Analysis- Horizontal analysis
According to According to Accounting Tools 2015, horizontal analysis is the comparison of historical financial information over a series of reporting periods, or of the ratios derived from this financial information. The intent is to see if any numbers are unusually high or low in comparison to the information for bracketing periods, which may then trigger a detailed investigation of the reason for the difference. The analysis is most commonly a simple grouping of information that is sorted by period, but the numbers in each succeeding period can also be expressed as a percentage of the amount in the baseline year, with the baseline
3
Income statement
The income statement reveals there is a huge difference between the year of 2008 and the following year 2009. The revenue between 2008 and 2009 shows a big decline in net retail sales, a decline over 15%.
4
Balance sheet- statement of financial position
The above statement reveals that the total assets have changed negatively over the last two years, and it was negative percent where it should have been positive if the company was succeeding. The statement points out the negative image that the company’s fixed assets are going down, in this case the company can’t expand and it shows their overall success is very poor at this time.
5
Key Success Factors
Build-A-Bear’s success was in the previous years, when they had record breaking profits, and was in top magazines. The income statements show they had some positive income from 2009 through 2010. They had adapted a great overall success when people entered into the stores. They have succeeded product segmentation, and had a different product that entered into the business world. They were able to capture a full on experience from picking out an animal to make, stuff it, name it, and even clothe it. This was the first company to offer an overall experience like this.
6
Market Data Analysis
In the beginning, Build-A-Bear workshop marketed their products for ages 3 to 12 years of age. This was their market segmentation, and it was working as profits were high. With very little competitors at the time, this workshop was in high demand, thus giving Build-A-Bear the competitive advantage.
7
SWOT-Strengths
-First real company into the market with unique product.
-Build-A-Bear name alone has a competitive advantage over other similar companies.
-Great management and customer appreciation, hands on environment.
-Great causes and charities for special occasions.
-Ranked no. 94 in Fortune ’s “100 Best Companies to Work For” list in 2009 and moved up to no. 80 in the 2010.
8
SWOT -Weaknesess
Lack of technology compared to similar stores.
-Kids are seeking more sophisticated entertainment . . . ...
Similar to YAHOO! INC. ANNUAL REPORTIntroductionThe purpose of this rese.docx (20)
An Evaluation of the Financial Performance Analysis at Rane Brake Lining Limi...
An Evaluation of the Financial Performance Analysis at Rane Brake Lining Limi...
Running Head GOOGLE INC. FINANCIAL ANALYSIS Google Inc. Financi.docx
Running Head GOOGLE INC. FINANCIAL ANALYSIS Google Inc. Financi.docx
Rollins, inc. 2014 form 10 k and 2015 proxy statement[5]
Rollins, inc. 2014 form 10 k and 2015 proxy statement[5]
Running head FINANCIAL STATEMENT ANALYSIS ON GOOGLE INC.1.docx
Running head FINANCIAL STATEMENT ANALYSIS ON GOOGLE INC.1.docx
Interview with the President | Annual Rapport 2014 Yokogawa
Interview with the President | Annual Rapport 2014 Yokogawa
CASE ANALYSIS ASSIGNMENTIntroduction The assig.docx
CASE ANALYSIS ASSIGNMENTIntroduction The assig.docx
International Financial Statement Analysis Workbook
International Financial Statement Analysis Workbook
More from jeffevans62972
www.hbrreprints.orgWomen and the Labyrinth of Leader.docx
www.hbrreprints.org
Women and the
Labyrinth of
Leadership
by Alice H. Eagly and Linda L. Carli
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
1
Article Summary
2
Women and the Labyrinth of Leadership
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
11
Further Reading
When you put all the pieces
together, a new picture
emerges for why women don’t
make it into the C-suite. It’s
not the glass ceiling, but the
sum of many obstacles along
the way.
Reprint R0709C
This document is authorized for use only in Prof. Paul Arntson's MSC 496-0 at Northwestern University from Sep 2017 to Mar 2018.
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0709C
http://www.hbrreprints.org
Women and the Labyrinth of Leadership
page 1
The Idea in Brief The Idea in Practice
C
O
P
Y
R
IG
H
T
©
2
0
0
7
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
Women occupy 40% of all managerial posi-
tions in the United States. But only 6% of
the Fortune 500’s top executives are female.
And just 2% of those firms have women
CEOs.
We’ve long blamed such numbers on the
“glass ceiling,” the notion that women suc-
cessfully climb the corporate hierarchy until
they’re blocked just below the summit. But
the problem stems from discrimination op-
erating at all ranks, not just the top, say
Eagly and Carli.
Therefore, to move more women into your
company’s executive suite, you must attack
all barriers to advancement simulta-
neously. For example, prepare women for
line management with demanding assign-
ments. Use objective criteria to measure
performance. And give working mothers
additional time to prove themselves worthy
of promotion.
Women’s leadership style—characterized
by innovating, building trust and empower-
ing followers—is ideally suited to today’s
business challenges. Tackle the obstacles to
women’s progress, and you’ll increase your
firm’s competitive prowess.
Eagly and Carli recommend these strategies
for increasing the number of women in top
positions in your firm:
UNDERSTAND THE CAREER BARRIERS
WOMEN ENCOUNTER
Extensive academic and government research
studies identify these obstacles:
•
Prejudice:
Men are promoted more quickly
than women with equivalent qualifica-
tions, even in traditionally female settings
such as nursing and education.
• Resistance to women’s leadership: People
view successful female managers as more
deceitful, pushy, selfish, and abrasive than
successful male managers.
• Leadership style issues: Many female lead-
ers struggle to reconcile qualities people
prefer in women (compassion for others)
with qualities people think leaders need to
succeed (.
www.hbrreprints.orgThe Five Competitive Forces That Sh.docx
www.hbrreprints.org
The Five Competitive
Forces That Shape
Strategy
by Michael E. Porter
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
1
Article Summary
2
The Five Competitive Forces That Shape Strategy
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
18
Further Reading
Awareness of the five forces
can help a company
understand the structure of its
industry and stake out a
position that is more
profitable and less vulnerable
to attack.
Reprint R0801E
This document is authorized for use only by Phenekia Morgan in WMBA-6030-1/WMBA-6030B-1-Managing Business Info Syst2020 Summer Sem 05/04-08/23-PT2 at Laureate Education -
Walden University, 2020.
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0801E
http://www.hbrreprints.org
The Five Competitive Forces That Shape
Strategy
page 1
The Idea in Brief The Idea in Practice
C
O
P
Y
R
IG
H
T
©
2
0
0
8
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
You know that to sustain long-term profit-
ability you must respond strategically to
competition. And you naturally keep tabs
on your
established rivals
. But as you scan
the competitive arena, are you also looking
beyond
your direct competitors? As Porter
explains in this update of his revolutionary
1979 HBR article, four additional competi-
tive forces can hurt your prospective profits:
•
Savvy
customers
can force down prices
by playing you and your rivals against
one another.
•
Powerful
suppliers
may constrain your
profits if they charge higher prices.
•
Aspiring
entrants
, armed with new ca-
pacity and hungry for market share, can
ratchet up the investment required for
you to stay in the game.
•
Substitute offerings
can lure customers
away.
Consider commercial aviation: It’s one of
the least profitable industries because all
five forces are strong.
Established rivals
compete intensely on price.
Customers
are
fickle, searching for the best deal regardless
of carrier.
Suppliers
—plane and engine
manufacturers, along with unionized labor
forces—bargain away the lion’s share of air-
lines’ profits.
New players
enter the indus-
try in a constant stream. And
substitutes
are readily available—such as train or car
travel.
By analyzing all five competitive forces, you
gain a complete picture of what’s influenc-
ing profitability in your industry. You iden-
tify game-changing trends early, so you can
swiftly exploit them. And you spot ways to
work around constraints on profitability—
or even reshape the forces in your favor.
By understanding how the five competitive forces influence profitability.
www.hbr.orgSP O T L I G H TO N I.docx
www.hbr.org
S
P O T L I G H T
O N
I
N N O V A T I O N
The Innovator’s DNA
by Jeffrey H. Dyer, Hal B. Gregersen, and
Clayton M. Christensen
•
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
1
Article Summary
2
The Innovator’s DNA
Five “discovery skills” separate
true innovators from the
rest of us.
Reprint R0912E
This document is authorized for use only by Phenekia Morgan in MGMT-6635-2/MMSL-6620-2/COMM-6505-2/WMBA-6020-2/WMBA-6020B-2-Foster a Culture of Innovation2020 Spring Sem
01/06-04/26-PT2 at Laureate Education - Walden University, 2020.
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0912E
http://www.hbr.org
S
P O T L I G H T
O N
I
N N O V A T I O N
The Innovator’s DNA
page 1
The Idea in Brief
C
O
P
Y
R
IG
H
T
©
2
0
0
9
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
The habits of Steve Jobs, Jeff Bezos, and
other innovative CEOs reveal much about
the underpinnings of their creative think-
ing. Research shows that five discovery
skills distinguish the most innovative
entrepreneurs from other executives.
DOING
•
Questioning
allows innovators to break
out of the status quo and consider new
possibilities.
•
Through
observing
, innovators detect
small behavioral details—in the
activities of customers, suppliers, and
other companies—that suggest new
ways of doing things.
•
In
experimenting
, they relentlessly try on
new experiences and explore the world.
•
And through
networking
with individuals
from diverse backgrounds, they gain rad-
ically different perspectives.
THINKING
•
The four patterns of action together help
innovators
associate
to cultivate new
insights.
This document is authorized for use only by Phenekia Morgan in MGMT-6635-2/MMSL-6620-2/COMM-6505-2/WMBA-6020-2/WMBA-6020B-2-Foster a Culture of Innovation2020 Spring Sem
01/06-04/26-PT2 at Laureate Education - Walden University, 2020.
S
P O T L I G H T
O N
I
N N O V A T I O N
The Innovator’s DNA
by Jeffrey H. Dyer, Hal B. Gregersen, and
Clayton M. Christensen
harvard business review • december 2009 page 2
C
O
P
Y
R
IG
H
T
©
2
0
0
9
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
Five “discovery skills” separate true innovators from the rest of us.
“How do I find innovative people for my
organization? And how can I become more
innovative myself ?”
These are questions that stump senior exec-
utives, who understand that the ability to
innovate is the “secret sauce” of business
success. Unfortunately, most of us know very
little about what makes one person more cre-
ative than another. Perhaps for this reason,
we st.
www.europeanchamber.com.cnPutting Industrial Policy Ahead .docx
www.europeanchamber.com.cn
Putting Industrial Policy Ahead of Market Forces
CHINA MANUFACTURING 2025
www.europeanchamber.com.cn
© 2017 by the European Union Chamber of Commerce in China, all rights reserved. This study may not be reproduced either in part
or in full without prior written consent of the European Union Chamber of Commerce in China.
Table of Contents
1. Executive Summary∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 1
2. Why China wants to change∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 2
2.1 China has been the world’s factory, and now it wants more∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 2
2.2 Climbing out of the ‘smile curve’ trough and
escaping the middle income trap∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 3
2.3 China’s race to get rich before it gets old∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙4
2.4 Feeling squeezed from both sides:
competition from developed and developing countries∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 4
2.5 A latecomer to manufacturing automation∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 5
3. CM2025 vs Industry 4.0∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 6
3.1 Fundamental differences to the EU’s approach remain∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 6
4. The CM2025 initiative∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 7
4.1 So what is CM2025?∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 7
4.2 Market share targets and ‘indigenous innovation’∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 11
4.3 Planning the Chinese economy’s future∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 12
4.4 Macro-level planning: the new thinking∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 13
4.5 Who’s in charge, masters or markets?∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 13
4.6 Old wine in new bottles? Yes and no∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 14
4.7 Industry-level planning: the old wine∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 15
5. Policy tools used in support of CM2025∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 15
5.1 Forced technology transfers in exchange for market access∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 16
5.2 Market access and government procurement restrictions for
foreign-invested enterprises (FIEs)∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 16
5.3 Standards∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙16
5.4 Subsidies∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙.
www.hbr.orgWant CollaborationAccept—and Actively .docx
www.hbr.org
Want Collaboration?
Accept—and Actively Manage—Conflict
by Jeff Weiss and Jonathan Hughes
The quest for harmony and
common goals can actually
obstruct teamwork. Managers
get truly effective
collaboration only when they
realize that conflict is natural
and necessary.
Reprint R0503F
This document is authorized for use only in Laureate Education, Inc.'s WAL WMBA 6010 Managing People and Promoting Collaboration at Laureate Education - Baltimore from Dec 2018 to
Feb 2020.
http://www.hbr.org
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0503F
Want Collaboration?
Accept—and Actively Manage—Conflict
by Jeff Weiss and Jonathan Hughes
harvard business review • march 2005 page 1
C
O
P
Y
R
IG
H
T
©
2
0
0
5
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
The quest for harmony and common goals can actually obstruct
teamwork. Managers get truly effective collaboration only when they
realize that conflict is natural and necessary.
The challenge is a long-standing one for senior
managers: How do you get people in your or-
ganization to work together across internal
boundaries? But the question has taken on ur-
gency in today’s global and fast-changing busi-
ness environment. To service multinational
accounts, you increasingly need seamless col-
laboration across geographic boundaries. To
improve customer satisfaction, you increas-
ingly need collaboration among functions
ranging from R&D to distribution. To offer so-
lutions tailored to customers’ needs, you in-
creasingly need collaboration between prod-
uct and service groups.
Meanwhile, as competitive pressures contin-
ually force companies to find ways to do more
with less, few managers have the luxury of re-
lying on their own dedicated staffs to accom-
plish their objectives. Instead, most must work
with and through people across the organiza-
tion, many of whom have different priorities,
incentives, and ways of doing things.
Getting collaboration right promises tre-
mendous benefits: a unified face to customers,
faster internal decision making, reduced costs
through shared resources, and the develop-
ment of more innovative products. But despite
the billions of dollars spent on initiatives to im-
prove collaboration, few companies are happy
with the results. Time and again we have seen
management teams employ the same few
strategies to boost internal cooperation. They
restructure their organizations and reengineer
their business processes. They create cross-unit
incentives. They offer teamwork training.
While such initiatives yield the occasional suc-
cess story, most of them have only limited im-
pact in dismantling organizational silos and
fostering collaboration—and many are total
failures. (See the sidebar “The Three Myths of
Collaboration.”)
So what’s the problem? Most companies re-
sp.
www.hbr.orgHow to Design Smart Business Experiments.docx
www.hbr.org
How to Design Smart
Business Experiments
by Thomas H. Davenport
Included with this full-text
Harvard Business Review
article:
Idea in Brief—the core idea
Idea in Practice—putting the idea to work
1
Article Summary
2
How to Design Smart Business Experiments
Managers now have the tools
to conduct small-scale tests
and gain real insight. But too
many “experiments” don’t
prove much of anything.
Reprint R0902E
For the exclusive use of L. WATSON, 2019.
This document is authorized for use only by LANA WATSON in 2019.
http://hbr.org/search/R0902E
http://www.hbr.org
How to Design Smart Business Experiments
page 1
Idea in Brief Idea in Practice
C
O
P
Y
R
IG
H
T
©
2
0
0
9
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
•
Too many business innovations are
launched on a wing and a prayer—de-
spite the fact that it’s now reasonable to
expect truly valid tests.
•
With a small investment in training,
readily available software, and the right
encouragement, an organization can
build a “test and learn” capability.
•
Companies that equip managers to per-
form small-scale yet rigorous experi-
ments don’t only save themselves from
expensive mistakes—they also make it
more likely that great ideas will see the
light of day.
You or someone on your team is suggesting a change that just might work. But why act on a
hunch when you can hold out for evidence? According to the author, the best way to support
decision making on potential innovations is to...
•
Design an experiment.
Start with a hypothesis about how the change
will help the business. If it’s a good one, you’ll
learn as much by disproving it as you would
by proving it. Put it to the test by measuring
what happens in a test group versus a control
group. From the outset, be clear on what you
need to measure to produce a decisive re-
sult—and whether that’s a metric you even
have the capability to track.
•
Act on the facts.
Nothing but a success in a testing environ-
ment should be rolled out more broadly. But
neither should failures simply be scrapped.
Refine the hypothesis on the basis of the re-
sults, and consider testing a variation. Most
important, capture what’s been learned, and
make it available to others in the organization
through a “learning library,” so resources aren’t
wasted proving the same thing again.
Example:
Marketers at the Subway restaurant chain
wanted to drum up business by putting
foot-long subs on sale for only $5, but fran-
chise owners worried that the promotion
would lure existing customers away from
higher-priced menu items. An experiment
pitting test sites against control sites
proved that the promotion would pay off—
which it subsequently did.
•
Make testing the norm.
Create the training and infrastructure that will
enable nonexperts in statistics to .
www.hbr.orgA R T I C L EBE S T.docx
www.hbr.org
A R T I C L E
B
E S T
O F
H B R 1 9 9 7
Value Innovation
The Strategic Logic of High Growth
by W. Chan Kim and Renée Mauborgne
•
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
1
Article Summary
2
Value Innovation: The Strategic Logic of High Growth
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
12
Further Reading
Product 7251
For the exclusive use of V. Lugo, 2019.
This document is authorized for use only by Vanette Lugo in ENT 4113- Spring 2019 taught by DILEEP RAO, Florida International University from Dec 2018 to May 2019.
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=7251
http://www.hbr.org
B
E S T
O F
H B R 1 9 9 7
Value Innovation
The Strategic Logic of High Growth
page 1
The Idea in Brief The Idea in Practice
C
O
P
Y
R
IG
H
T
©
2
0
0
4
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
Struggling to stay ahead of your rivals? No
need. Instead of trying to match or beat
them on cost or quality, make the other
players irrelevant—by staking out new
market space where competitors haven’t
ventured.
How? Become a
value innovator
: identify
radical ideas that make quantum leaps in
the value you provide customers.
Value innovators ask, “What if we started
fresh—and forgot everything we know
about our industry’s existing rules and tra-
ditions?” When CNN’s creators asked this
question, they replaced the traditional net-
works’ format with real-time news from
around the world, 24 hours a day.
Value innovators don’t set out to build com-
petitive advantage. But their innovative
practices lead them to achieve precisely
that. Virgin Atlantic, for example, cut first-
class airline service and channeled cost sav-
ings into greater value for business-class
passengers: more comfortable seats and
free transportation to and from airports. It
attracted not only business-class customers
but also full-economy-fare and first-class
passengers of other airlines.
To become a value innovator, consider the fol-
lowing strategies, as exemplified by French
hotelier Accor:
Assume that you
can
shape your industry’s
conditions.
In the mid-1980s, the budget
hotel industry in France had two markets: in-
expensive hotels that had poor beds and
noise, and pricier hotels that provided upscale
amenities and a decent night’s sleep. Accor
redefined the industry by providing inexpen-
sive
and
superior accommodations to cost-
conscious travelers.
Focus on what the majority of your buyers
value.
Accor identified what customers of all
budget hotels wanted: a good night’s sleep
for a low price.
Consider how you might chang.
www.hbr.orgBE S TO F H B R 2 0 0 .docx
www.hbr.org
B
E S T
O F
H B R 2 0 0 1
Level 5 Leadership
The Triumph of Humility and Fierce Resolve
by Jim Collins
•
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
1
Article Summary
2
Level 5 Leadership: The Triumph of Humility and Fierce Resolve
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
12
Further Reading
What catapults a company
from merely good to truly
great? A five-year research
project searched for the
answer to that question, and
its discoveries ought to change
the way we think about
leadership.
Reprint R0507M
This document is authorized for use only in Laureate Education, Inc. 's WAL PUBH 8400 Public Leadership and Systems Thinking at Laureate Education - Baltimore from Jan 2018 to Mar
2019.
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0507M
http://www.hbr.org
B
E S T
O F
H B R 2 0 0 1
Level 5 Leadership
The Triumph of Humility and Fierce Resolve
page 1
The Idea in Brief The Idea in Practice
C
O
P
Y
R
IG
H
T
©
2
0
0
5
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
Out of 1,435
Fortune
500 companies that
renowned management researcher Jim
Collins studied, only 11 achieved and sus-
tained greatness—garnering stock returns
at least three times the market’s—for 15
years after a major transition period.
What did these 11 companies have in com-
mon? Each had a “Level 5” leader at the
helm.
Level 5 leaders blend the paradoxical com-
bination of
deep personal humility
with
intense professional will
. This rare combi-
nation also defies our assumptions about
what makes a great leader.
Celebrities like Lee Iacocca may make head-
lines. But mild-mannered, steely leaders like
Darwin Smith of Kimberly-Clark boost their
companies to greatness—and keep them
there.
Example:
Darwin Smith—CEO at paper-products
maker Kimberly-Clark from 1971 to
1991—epitomizes Level 5 leadership.
Shy, awkward, shunning attention, he
also showed iron will, determinedly rede-
fining the firm’s core business despite
Wall Street’s skepticism. The formerly
lackluster Kimberly-Clark became the
worldwide leader in its industry, generat-
ing stock returns 4.1 times greater than
the general market’s.
HUMILITY + WILL = LEVEL 5
How do Level 5 leaders manifest humility?
They routinely credit others, external factors,
and good luck for their companies’ success.
But when results are poor, they blame them-
selves. They also act quietly, calmly, and deter-
minedly—relying on inspired standards, not
inspiring charisma, to motivate.
Inspired standards demonstrate Level 5 lead-
ers’ unwavering will. Utterly intolerant of me-
diocrity,.
www.free-ebooks-download.orgwww.free-ebooks-download.o.docx
www.free-ebooks-download.org
www.free-ebooks-download.org
Praise for Building a Web 2.0 Portal with ASP.NET 3.5
“Omar and his collaborators have applied their awesome talents and a huge amount of time
to crafting what might be the most advanced web site yet that’s based on ASP.NET and
Ajax. In this book, Omar distills everything he’s learned from his experience, going in-
depth into design goals, architecture, and implementation, including many pitfalls that he
teaches you how to avoid. If you’re serious about creating a high-performance, modern,
Ajax-based ASP.NET web site, Building a Web 2.0 Portal with ASP.NET 3.5 is for you.”
— Mike Pope, Microsoft User Education, Microsoft Corporation
“An outstanding overview of the technologies, techniques, and best practices involved in
working with today’s most popular web application model. Highly recommended for any
web developer who wants to stay relevant.”
— Craig Wills, Training Manager, Infusion
Building a Web 2.0 Portal
with ASP.NET 3.5
Other Microsoft .NET resources from O’Reilly
Related titles C# 3.0 Cookbook™
C# 3.0 Design Patterns
C# 3.0 in a Nutshell
Learning ASP.NET 2.0 with
AJAX
Programming ASP.NET
Programming ASP.NET AJAX
Programming C# 3.0
Programming .NET 3.5
.NET Books
Resource Center
dotnet.oreilly.com is a complete catalog of O’Reilly’s books on
.NET and related technologies, including sample chapters and
code examples.
ONDotnet.com provides independent coverage of fundamental,
interoperable, and emerging Microsoft .NET programming and
web services technologies.
Conferences O’Reilly brings diverse innovators together to nurture the ideas
that spark revolutionary industries. We specialize in docu-
menting the latest tools and systems, translating the
innovator’s knowledge into useful skills for those in the
trenches. Visit conferences.oreilly.com for our upcoming
events.
Safari Bookshelf (safari.oreilly.com) is the premier online refer-
ence library for programmers and IT professionals. Conduct
searches across more than 1,000 books. Subscribers can zero in
on answers to time-critical questions in a matter of seconds.
Read the books on your Bookshelf from cover to cover or sim-
ply flip to the page you need. Try it today for free.
Building a Web 2.0 Portal
with ASP.NET 3.5
Omar AL Zabir
Beijing • Cambridge • Farnham • Köln • Paris • Sebastopol • Taipei • Tokyo
Building a Web 2.0 Portal with ASP.NET 3.5
by Omar AL Zabir
Copyright © 2008 Omar AL Zabir. All rights reserved.
Printed in the United States of America.
Published by O’Reilly Media, Inc., 1005 Gravenstein Highway North, Sebastopol, CA 95472.
O’Reilly books may be purchased for educational, business, or sales promotional use. Online editions
are also available for most titles (safari.oreilly.com). For more information, contact our
corporate/institutional sales department: (800) 998-9938 or [email protected]
Editor: John Osborn
Production Editor: Laurel R.T. Ruma
Copyeditor: Laurel R.T. .
www.hbr.orgBE S TO F H B RTh.docx
www.hbr.org
B
E S T
O F
H B R
The Work of
Leadership
by Ronald A. Heifetz and Donald L. Laurie
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
Article Summary
The Work of Leadership
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
Further Reading
Followers want comfort,
stability, and solutions from
their leaders. But that’s
babysitting. Real leaders ask
hard questions and knock
people out of their comfort
zones. Then they manage the
resulting distress.
Reprint R0111K
2
3
14
This document is authorized for use only in ANGELA MONTGOMERY's WAL DDBA 8151 Organizational Leadership: Doctoral Theory and Practice-1 at Laureate Education - Baltimore from
Dec 2017 to Feb 2019.
B
E S T
O F
H B R
The Work of Leadership
The Idea in Brief The Idea in Practice
C
O
P
Y
R
IG
H
T
©
2
00
2
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
LI
S
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
LL
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
What presents your company with its
toughest challenges? Shifting markets?
Stiffening competition? Emerging tech-
nologies? When such challenges intensify,
you may need to reclarify corporate values,
redesign strategies, merge or dissolve busi-
nesses, or manage cross-functional strife.
These
adaptive challenges
are murky,
systemic problems with no easy answers.
Perhaps even more vexing, the solutions
to adaptive challenges
don’t
reside in the
executive suite. Solving them requires the
involvement of people
throughout
your
organization.
Adaptive work is tough on everyone. For
leaders
, it’s counterintuitive. Rather than
providing solutions, you must ask tough
questions and leverage employees’ collec-
tive intelligence. Instead of maintaining
norms, you must challenge the “way we do
business.” And rather than quelling conflict,
you need to draw issues out and let people
feel the sting of reality.
For your
employees
, adaptive work is painful—
requiring unfamiliar roles, responsibilities,
values, and ways of working. No wonder
employees often try to lob adaptive work
back to their leaders.
How to ensure that you
and
your employees
embrace the challenges of adaptive work?
Applying the following six principles will help.
1. Get on the balcony.
Don’t get swept up in
the field of play. Instead, move back and forth
between the “action” and the “balcony.” You’ll
spot emerging patterns, such as power strug-
gles or work avoidance. This high-level per-
spective helps you mobilize people to do
adaptive work.
2. Identify your adaptive challenge.
Example:
When British Airways’ passengers nick-
named it “Bloody Awful,” CEO Colin Marshall
knew he had to infuse the company with a
dedication to customers. He identified the
adaptive chall.
www.hbr.orgBE S T PR A C T I C E.docx
www.hbr.org
B
E S T
P
R A C T I C E
Why It’s So Hard to Be
Fair
by Joel Brockner
•
Everyone knows that being
fair costs little and pays off
handsomely. Then why do so
few executives manage to
behave fairly, even though
most want to?
Reprint R0603H
This document is authorized for use only in Prof. Paul Arntson's MSC 496-0 at Northwestern University from Sep 2017 to Mar 2018.
http://www.hbr.org
http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0603H
B
E S T
P
R A C T I C E
Why It’s So Hard to Be
Fair
by Joel Brockner
harvard business review • march 2006 page 1
C
O
P
Y
R
IG
H
T
©
2
0
0
6
H
A
R
V
A
R
D
B
U
S
IN
E
S
S
S
C
H
O
O
L
P
U
B
L
IS
H
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
Everyone knows that being fair costs little and pays off handsomely.
Then why do so few executives manage to behave fairly, even though
most want to?
When Company A had to downsize, it spent
considerable amounts of money providing a
safety net for its laid-off workers. The severance
package consisted of many weeks of pay, exten-
sive outplacement counseling, and the continu-
ation of health insurance for up to one year.
But senior managers never explained to their
staff why these layoffs were necessary or how
they chose which jobs to eliminate. What’s
more, the midlevel line managers who deliv-
ered the news to terminated employees did so
awkwardly, mumbling a few perfunctory words
about “not wanting to do this” and then hand-
ing them off to the human resources depart-
ment. Even the people who kept their jobs
were less than thrilled about the way things
were handled. Many of them heard the news
while driving home on Friday and had to wait
until Monday to learn that their jobs were se-
cure. Nine months later, the company contin-
ued to sputter. Not only did it have to absorb
enormous legal costs defending against wrong-
ful termination suits, but it also had to make
another round of layoffs, in large part because
employee productivity and morale plummeted
after the first round was mishandled.
When Company B downsized, by contrast, it
didn’t offer nearly as generous a severance
package. But senior managers there explained
the strategic purpose of the layoffs multiple
times before they were implemented, and ex-
ecutives and middle managers alike made
themselves available to answer questions and
express regret both to those who lost their jobs
and to those who remained. Line managers
worked with HR to tell people that their jobs
were being eliminated, and they expressed
genuine concern while doing so. As a result,
virtually none of the laid-off employees filed a
wrongful termination lawsuit. Workers took
some time to adjust to the loss of their former
colleagues, but they understood why the lay-
offs had happened. And within nine months,
Company B’s performance was better than it
had been before the layoffs .
www.circuitmix.comwww.circuitmix.comFUNDAMENTA.docx
www.circuitmix.com
www.circuitmix.com
FUNDAMENTALS
OF DATABASE
MANAGEMENT
SYSTEMS
Second Edition
MARK L. GILLENSON
Fogelman College of Business and Economics
University of Memphis
John Wiley & Sons, Inc.
www.circuitmix.com
CREDITS
VP & PUBLISHER Don Fowley
EDITOR Beth Lang Golub
EDITORIAL ASSISTANT Elizabeth Mills
MARKETING MANAGER Christopher Ruel
DESIGNER James O’Shea
SENIOR PRODUCTION MANAGER Janis Soo
SENIOR PRODUCTION EDITOR Joyce Poh
This book was set in 10/12 TimesNewRoman by LaserWords and printed and bound by RR Donnelley. The
cover was printed by RR Donnelley.
This book is printed on acid free paper.
Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for
more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Our
company is built on a foundation of principles that include responsibility to the communities we serve and
where we live and work. In 2008, we launched a Corporate Citizenship Initiative, a global effort to address
the environmental, social, economic, and ethical challenges we face in our business. Among the issues we are
addressing are carbon impact, paper specifications and procurement, ethical conduct within our business and
among our vendors, and community and charitable support. For more information, please visit our website:
www.wiley.com/go/citizenship.
Copyright © 2012, 2005 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976
United States Copyright Act, without either the prior written permission of the Publisher, or authorization
through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood
Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should be
addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ
07030-5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions.
Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in
their courses during the next academic year. These copies are licensed and may not be sold or transferred to a
third party. Upon completion of the review period, please return the evaluation copy to Wiley. Return
instructions and a free of charge return mailing label are available at www.wiley.com/go/returnlabel. If you
have chosen to adopt this textbook for use in your course, please accept this book as your complimentary
desk copy. Outside of the United States, please contact your local sales representative.
Library of Congress Cataloging-in-Publication Data
Gillenson, Mark L.
Fundamentals of database management systems / Mark L. Gillenson.—2nd .
www.elsevier.comlocatecompstrucComputers and Structures .docx
www.elsevier.com/locate/compstruc
Computers and Structures 85 (2007) 235–243
On the treatment of uncertainties in structural mechanics and analysis q
G.I. Schuëller *
Institute of Engineering Mechanics, Leopold-Franzens University Innsbruck, Technikerstr. 13, 6020 Innsbruck, Austria
Received 9 August 2006; accepted 31 October 2006
Available online 22 December 2006
Abstract
In this paper the need for a rational treatment of uncertainties in structural mechanics and analysis is reasoned. It is shown that the
traditional deterministic conception can be easily extended by applying statistical and probabilistic concepts. The so-called Monte Carlo
simulation procedure is the key for those developments, as it allows the straightforward use of the currently used deterministic analysis
procedures.
A numerical example exemplifies the methodology. It is concluded that uncertainty analysis may ensure robust predictions of vari-
ability, model verification, safety assessment, etc.
� 2006 Elsevier Ltd. All rights reserved.
Keywords: Uncertainty; Monte Carlo simulaton; Finite elements; Response variability; Model verification; Robustness
1. Introduction
Structural mechanics analysis up to this date, generally is
still based on a deterministic conception. Observed varia-
tions in loading conditions, material properties, geometry,
etc. are taken into account by either selecting extremely
high, low or average values, respectively, for representing
the parameters. Hence, this way, uncertainties inherent in
almost every analysis process are considered just intuitively.
Observations and measurements of physical processes,
however, show not only variability, but also random char-
acteristics. Statistical and probabilistic procedures provide
a sound frame work for a rational treatment of analysis
of these uncertainties. Moreover there are various types of
uncertainties to be dealt with. While the uncertainties in
mechanical modeling can be reduced as additional knowl-
edge becomes available, the physical or intrinsic uncertain-
ties, e.g. of environmental loading, can not. Furthermore,
0045-7949/$ - see front matter � 2006 Elsevier Ltd. All rights reserved.
doi:10.1016/j.compstruc.2006.10.009
q Plenary Keynote Lecture presented at the 3rd MIT Conference on
Computational Fluid and Solid Mechanics, Boston, MA, USA, June 14–
17, 2005.
* Tel.: +43 512 507 6841; fax: +43 512 507 2905.
E-mail address: [email protected]
the entire spectrum of uncertainties is also not known. In
reality, neither the true model nor the model parameters
are deterministically known. Assuming that by finite ele-
ment (FE) procedures structures and continua can be repre-
sented reasonably well the question of the effect of the
discretization still remains. It is generally expected, that
an increase in the size of the structural models, in terms of
degrees of freedom, will increase the level of realism of the
model. Comparisons with measurements, however, clearly
show that this expect.
www.downloadslide.comhttpwww.downloadslide.comRET.docx
www.downloadslide.com
http://www.downloadslide.com
RETAIL MANAGEMENT
A Strategic Approach
THIRTEENTH EDITION
GLOBAL EDITION
Barry Berman
Hofstra University
Joel R. Evans
Hoftsra University
Patrali Chatterjee
Montclair State University
Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney • Dubai • Singapore • Hong Kong
Tokyo • Seoul • Taipei • New Delhi • Cape Town • São Paulo • Mexico City • Madrid • Amsterdam • Munich • Paris • Milan
A01_BERM4672_13_GE_FM.indd 1 6/28/17 3:45 PM
www.downloadslide.com
http://www.downloadslide.com
To Linda; Glenna, Paul, Danielle, Sophie, and Joshua;
and Lisa, Ben, Philip, Emily, and Levi
To Linda, Jennifer and Phil, and Stacey and Adam
To Amit; Amal, Bharati, and Parnali; and Trisha and Raaka
Thank you for support and encouragement.
Vice President, Business Publishing: Donna Battista
Director of Portfolio Management: Stephanie Wall
Portfolio Manager: Daniel Tylman
Editorial Assistant: Linda Albelli
Project Manager, Global Edition: Nitin Shankar
Acquisitions Editor, Global Edition: Tahnee Wager
Senior Project Editor, Global Edition: Daniel Luiz
Managing Editor, Global Edition: Steven Jackson
Manager, Media Production, Global Edition: M. Vikram Kumar
Senior Manufacturing Controller, Production, Global Edition: Trudy Kimber
Vice President, Product Marketing: Roxanne McCarley
Director of Strategic Marketing: Brad Parkins
Strategic Marketing Manager: Deborah Strickland
Product Marketer: Becky Brown
Executive Field Marketing Manager: Adam Goldstein
Field Marketing Manager: Lenny Ann Kucenski
Field Marketing Assistant: Kristen Compton
Product Marketing Assistant: Jessica Quazza
Vice President, Production and Digital Studio, Arts and Business:
Etain O’Dea
Director of Production, Business: Jeff Holcomb
Managing Producer, Business: Ashley Santora
Content Producer: Linda Albelli
Operations Specialist: Carol Melville
Creative Director: Blair Brown
Manager, Learning Tools: Brian Surette
Content Developer, Learning Tools: Sarah Peterson
Managing Producer, Digital Studio, Arts and Business:
Diane Lombardo
Digital Studio Producer: Darren Cormier
Digital Studio Producer: Alana Coles
Full-Service Project Management and Composition: Nathaniel Jones,
SPi Global
Interior Design: SPi Global
Cover Design: Lumina Datamatics, Inc.
Cover Art: Shutterstock/Creative Lab
Acknowledgments of third-party content appear on page[s] 560–576, which constitute an extension of this copyright page.
Pearson Education Limited
KAO Two
KAO Park
Harlow
CM17 9NA
United Kingdom
and Associated Companies throughout the world
Visit us on the World Wide Web at: www.pearsonglobaleditions.com
© Pearson Education Limited 2018
The rights of Barry Berman, Joel R. Evans and Patrali Chatterjee to be identified as the authors of this work have been asserted by them in accordance
with the Copyright, Designs and Patents Act 1988.
Authorized adaptation from the United States edition, entitled Ret.
www.ebook3000.comList of Cases by ChapterChapter 1.docx
www.ebook3000.com
List of Cases by Chapter
Chapter 1
Development Projects in Lagos, Nigeria 2
“Throwing Good Money after Bad”: the BBC’s
Digital Media Initiative 10
MegaTech, Inc. 29
The IT Department at Hamelin Hospital 30
Disney’s Expedition Everest 31
Rescue of Chilean Miners 32
Chapter 2
Tesla’s $5 Billion Gamble 37
Electronic Arts and the Power of Strong Culture
in Design Teams 64
Rolls-Royce Corporation 67
Classic Case: Paradise Lost—The Xerox Alto 68
Project Task Estimation and the Culture of “Gotcha!” 69
Widgets ’R Us 70
Chapter 3
Project Selection Procedures: A Cross-Industry
Sampler 77
Project Selection and Screening at GE: The Tollgate
Process 97
Keflavik Paper Company 111
Project Selection at Nova Western, Inc. 112
Chapter 4
Leading by Example for the London Olympics—
Sir John Armitt 116
Dr. Elattuvalapil Sreedharan, India’s Project
Management Guru 126
The Challenge of Managing Internationally 133
In Search of Effective Project Managers 137
Finding the Emotional Intelligence to Be a Real Leader 137
Problems with John 138
Chapter 5
“We look like fools.”—Oregon’s Failed Rollout
of Its ObamacareWeb Site 145
Statements of Work: Then and Now 151
Defining a Project Work Package 163
Boeing’s Virtual Fence 172
California’s High-Speed Rail Project 173
Project Management at Dotcom.com 175
The Expeditionary Fighting Vehicle 176
Chapter 6
Engineers Without Borders: Project Teams Impacting
Lives 187
Tele-Immersion Technology Eases the Use of Virtual
Teams 203
Columbus Instruments 215
The Bean Counter and the Cowboy 216
Johnson & Rogers Software Engineering, Inc. 217
Chapter 7
The Building that Melted Cars 224
Bank of America Completely Misjudges Its Customers 230
Collapse of Shanghai Apartment Building 239
Classic Case: de Havilland’s Falling Comet 245
The Spanish Navy Pays Nearly $3 Billion for a Submarine
That Will Sink Like a Stone 248
Classic Case: Tacoma Narrows Suspension Bridge 249
Chapter 8
Sochi Olympics—What’s the Cost of National
Prestige? 257
The Hidden Costs of Infrastructure Projects—The Case
of Building Dams 286
Boston’s Central Artery/Tunnel Project 288
Chapter 9
After 20 Years and More Than $50 Billion, Oil is No Closer
to the Surface: The Caspian Kashagan Project 297
Chapter 10
Enlarging the Panama Canal 331
Project Scheduling at Blanque Cheque Construction (A) 360
Project Scheduling at Blanque Cheque Construction (B) 360
Chapter 11
Developing Projects Through Kickstarter—Do Delivery
Dates Mean Anything? 367
Eli Lilly Pharmaceuticals and Its Commitment to Critical
Chain Project Management 385
It’s an Agile World 396
Ramstein Products, Inc. 397
Chapter 12
Hong Kong Connects to the World’s Longest Natural
Gas Pipeline 401
The Problems of Multitasking 427
Chapter 13
New York City’s CityTime Project 432
Earned Value at Northrop Grumman 451
The IT Department at Kimble College 463
The Superconducting Supercollider 464
Boeing’s 787 Dreamliner: Failure to Launch 465
Chapter 14.
www.cambridge.org9781107008519CAMBRIDGE TEXTS IN THEH.docx
www.cambridge.org/9781107008519
CAMBRIDGE TEXTS IN THE
HISTORY OF PHILOSOPHY
IMMANUEL KANT
Groundwork of the Metaphysics
of Morals
CAMBRIDGE TEXTS IN THE
HISTORY OF PHILOSOPHY
Series editors
KARL AMERIKS
Professor of Philosophy, University of Notre Dame
DESMOND M. CLARKE
Emeritus Professor of Philosophy, University College Cork
The main objective of Cambridge Texts in the History of Philosophy is to expand the
range, variety, and quality of texts in the history of philosophy which are available in
English. The series includes texts by familiar names (such as Descartes and Kant) and also
by less well-known authors. Wherever possible, texts are published in complete and
unabridged form, and translations are specially commissioned for the series. Each volume
contains a critical introduction together with a guide to further reading and any necessary
glossaries and textual apparatus. The volumes are designed for student use at under-
graduate and postgraduate level, and will be of interest not only to students of philosophy
but also to a wider audience of readers in the history of science, the history of theology,
and the history of ideas.
For a list of titles published in the series, please see end of book.
IMMANUEL KANT
Groundwork of the Metaphysics
of Morals
t ra n s lat e d a n d e d i t e d by
MARY GREGOR
a n d
JENS TIMMERMANN
University of St. Andrews
t ra n s lat i o n r ev i s e d by
JENS TIMMERMANN
w ith a n i nt ro duct i o n by
CHRISTINE M. KORSGAARD
Harvard University
Revised Edition
cambr idge un iver s i ty pre s s
Cambridge, New York, Melbourne, Madrid, Cape Town,
Singapore, São Paulo, Delhi, Mexico City
Cambridge University Press
The Edinburgh Building, Cambridge cb2 8ru, UK
Published in the United States of America by Cambridge University Press, New York
www.cambridge.org
Information on this title: www.cambridge.org/9781107008519
© Cambridge University Press 2012
This publication is in copyright. Subject to statutory exception
and to the provisions of relevant collective licensing agreements,
no reproduction of any part may take place without the written
permission of Cambridge University Press.
First published 1998 and reprinted eighteen times
Revised edition first published 2012
Printed in the United Kingdom at the University Press, Cambridge
A catalogue record for this publication is available from the British Library
i sbn 978-1-107-00851-9 Hardback
i sbn 978-1-107-40106-8 Paperback
Cambridge University Press has no responsibility for the persistence or
accuracy of URLs for external or third-party internet websites referred to
in this publication, and does not guarantee that any content on such
websites is, or will remain, accurate or appropriate.
www.cambridge.org
www.cambridge.org/9781107008519
Contents
Preface to the revised edition page vii
Introduction ix
Chronology xxxvii
Further reading xl
Groundwork of the Metaphysics of Morals
Preface 3
First section: Transition from comm.
www.AEP-Arts.org @AEP_ArtsEDUCATION TRENDS www.ecs.org .docx
www.AEP-Arts.org | @AEP_Arts
EDUCATION TRENDS www.ecs.org | @EdCommission
TUNE IN.
Explore emerging
education developments.
SEPT 2017
ESSA creates
flexibility allowing
states and
schools to more
fully explore and
leverage the arts in
K-12 teaching and
learning.
Research
indicates that
deeper learning
skills contribute
significantly
to a student’s
college, career
and citizenship
readiness.
Thirty years ago, in response to a K-12
public education system defined by
mediocrity1, with low student test scores
and widening gaps in achievement, the
accountability movement was born.
Federal and state education policies
focused on raising standards and
regularly assessing students. However,
over the years, many policymakers
and the public observed a connection
between the accountability movement
and an overemphasis on testing in
core subjects, such as English and
math, a narrowing of curricula and the
elimination of many important subjects,
including the arts.
Arts education
fosters critical deeper
learning skills, such
as collaboration and
perseverance, in
students.
Yet, research consistently shows that
arts education and the integration of
the arts into core subjects can have
dramatic effects on student success
— defined not just by student test
scores, but also critical skills, such as
creativity, teamwork and perseverance.
Research indicates that these skills
can be as effective predictors of long-
term success in college, careers and
citizenship as test scores.2,3
The Every Student Succeeds Act
(ESSA), which passed in late 2015, is
the first major federal law in more than
30 years offering states a significant
degree of flexibility to broaden —
rather than narrow — curricula, and
strongly encourages states to ensure all
students have access to a well-rounded
education, which includes the arts
and music.4 Armed with the evidence
presented in this report highlighting
the impressive effects education in and
through the arts can have on student
Beyond the Core: Advancing
student success through the arts
EMILY WORKMAN
EDUCATION
TRENDS
www.AEP-Arts.org | @AEP_Arts
2
EDUCATION TRENDS www.ecs.org | @EdCommission
success, state policymakers have an opportunity and
incentive to take advantage of the flexibility awarded
under ESSA related to the arts.
“Despite [deeper learning] skills’
central roles in our education and,
more broadly, our lives, education
policy has tended to overlook their
importance.”5
Bolstering Deeper
Learning Through Arts in
Education
Deeper Learning
The arts — including dance, music, theatre, media arts
and visual arts — bolster the development of what are
commonly referred to as deeper learning skills. Deeper
learning is an umbrella term defining the skills and
knowledge students need to attain success in college,
career and citizenship. Students that possess deeper
learning skills6:
1. Master core academic content.
2. Think criti.
wsb.to&NxQXpTHEME Leading with LoveAndreas J. Kӧste.docx
wsb.to/&NxQXp
THEME: Leading with Love
Andreas J. Kӧstenberger & David Crowther
Introduction
At the outset of this chapter, it should be frankly acknowledged that the Johannine Letters were not originally intended primarily to provide a theology of leadership. Nevertheless, a closer examination of these three letters reveals the way in which the author relates to and provides leadership for the people in the congregations to which the letters are written. The author’s relationship with his recipients in these three letters does not directly correspond to a modern model of leadership because of his unique role in the churches to which he is writing. Yet his faithful and caring relationship can provide an example to Christian leaders in every age. In order to grasp the lessons on leadership in the Johannine Epistles, one must consider the identity of the author of these letters, the source of his authority, his relationship with his audience, and the nature of the conflict addressed in his third letter.
Original Setting
The Authorship of the Letters
The author of 1, 2 and 3 John is never named except for the title “elder” in 2 and 3 John. The early church accepted all three letters into the canon in the belief that John the apostle, the son of Zebedee, was the author.[1] While the author of these letters was doubtless known to his initial readers, the modern reader is indebted to the early church for preserving the tradition of authorship. Sources from the late second and early third centuries, such as the Muratorian Fragment (c. ad 180) and church fathers Tertullian (c. ad 160–215) and Clement of Alexandria (c. ad 155–220), ascribe authorship to John the son of Zebedee.
However, not only the external but also the internal evidence points to Johannine authorship. First, in 1 John 1:1–4 the author claims to be an eyewitness of Jesus. Although the first-person plural reference (“we”) in the author’s description of what he has heard, seen, and touched may include his audience because they share in the tradition that was handed down (alternatively, the reference is to the apostles; cf. John 1:14; 2:11), there is a clear distinction between the author and his recipients with regard to their firsthand knowledge of Jesus (cf.1 John 1:2–3). While the author may use the first-person plural reference to identify with his audience, 1 John 1:1–2 indicates that the author is a personal eyewitness of the incarnate Christ.[2]
Second, all three of the Johannine letters contain similar vocabulary, style, and theology. In fact, the relationship between the letters is so strong that the majority of modern scholars view them as coming from one author—albeit not all agree that their author is the same as the author of the Fourth Gospel.[3] For instance, among the Johannine letters one can identify a common background in which itinerant teachers with competing theological agendas threatened the confession of the Johannine churches.[4] In response to such threa.
WSJ Executive Adviser (A Special Report) TheCase Against .docx
WSJ Executive Adviser (A Special Report): The
Case Against Corporate Social Responsibility:
The idea that companies have a duty to address
social ills is not just flawed, argues Aneel
Karnani; It also makes it more likely that we'll
ignore the real solutions to these problems
Karnani, Aneel . Wall Street Journal , Eastern edition; New York, N.Y. [New York, N.Y]23 Aug 2010: R.1.
ProQuest document link
ABSTRACT
[...] the fact is that while companies sometimes can do well by doing good, more often they can't. Because in most
cases, doing what's best for society means sacrificing profits.
FULL TEXT
Can companies do well by doing good? Yes -- sometimes.
But the idea that companies have a responsibility to act in the public interest and will profit from doing so is
fundamentally flawed.
Large companies now routinely claim that they aren't in business just for the profits, that they're also intent on
serving some larger social purpose. They trumpet their efforts to produce healthier foods or more fuel-efficient
vehicles, conserve energy and other resources in their operations, or otherwise make the world a better place.
Influential institutions like the Academy of Management and the United Nations, among many others, encourage
companies to pursue such strategies.
It's not surprising that this idea has won over so many people -- it's a very appealing proposition. You can have
your cake and eat it too!
But it's an illusion, and a potentially dangerous one.
Very simply, in cases where private profits and public interests are aligned, the idea of corporate social
responsibility is irrelevant: Companies that simply do everything they can to boost profits will end up increasing
social welfare. In circumstances in which profits and social welfare are in direct opposition, an appeal to corporate
social responsibility will almost always be ineffective, because executives are unlikely to act voluntarily in the
public interest and against shareholder interests.
Irrelevant or ineffective, take your pick. But it's worse than that. The danger is that a focus on social responsibility
will delay or discourage more-effective measures to enhance social welfare in those cases where profits and the
public good are at odds. As society looks to companies to address these problems, the real solutions may be
ignored.
http://ezproxy.library.berkeley.org/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F746396923%3Faccountid%3D38129
http://ezproxy.library.berkeley.org/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F746396923%3Faccountid%3D38129
To get a better fix on the irrelevance or ineffectiveness of corporate social responsibility efforts, let's first look at
situations where profits and social welfare are in synch.
Consider the market for healthier food. Fast-food outlets have profited by expanding their offerings to include
salads and other options designed to appeal to health-conscious consu.
WRTG 293 students, Your first writing assignment will be .docx
WRTG 293 students,
Your first writing assignment will be to rewrite a set of instructions. The scenario for this
assignment is described below.
________________________
You have just taken a position as a student worker for the Communications Arts Department at
Anderson College. You began your job last week.
Anderson College has an enrollment of 10,000 students. Among this student population, 20% of
the students are international students for whom English is not a native language, 10% of the
students are dual-enrollment high school students, 20% of the students are graduate students, and
the remaining 50% of the student population consists of a mixture of adult learners and
traditional students.
Anderson adopted LEO as its learning management system two years ago. Anderson uses LEO
for both its online classes and its hybrid classes.
Since moving to LEO, Dr. Richard Johnson, Dean of the Undergraduate School at Anderson, and
Dr. Lynn Peterson, Dean of the Graduate School at Anderson, have noticed that both students
taking classes at Anderson and instructors teaching at Anderson are often not aware of the
different settings one can choose to view discussions in LEO. This lack of awareness has caused
confusion and frustration as students and faculty members have attempted to navigate through
the discussions in their classes.
Dr. Johnson and Dr. Peterson tried to address this problem two months ago. At that time, they
asked the previous student worker to write instructions on how to change the settings for
discussions in LEO for the optimal viewing arrangement.
The previous student worker wrote some instructions. However, the worker wrote them very
unprofessionally and poorly. They cannot be distributed to students in their current form.
Moreover, shortly after the student worker finished the instructions, he left his position for
another job.
As a result, Anderson College now has a set of poorly designed instructions that it cannot send
out to students and faculty members. Meanwhile, students and faculty members are still
experiencing frustration with the system, and they need a document that guides them through
how to adjust their settings in LEO for viewing discussions.
Dr. Johnson, who is your immediate supervisor, has now asked you, the new student worker, to
rewrite the instructions that the previous student worker wrote. He has asked you to use the
same graphics the previous student worker used. He has also suggested that you use arrows to
point to sections of the graphics if such arrows can help in understanding specific steps in the
instructions.
Keep in mind that potentially 10,000 students will be using the instructions, in addition to
various faculty members. The instructions should be clear, professional, and well designed.
Moreover, you will want to consider the different types of students at Anderson College,
including their backgrounds and their var.
More from jeffevans62972 (20)
www.hbrreprints.orgWomen and the Labyrinth of Leader.docx
www.hbrreprints.orgWomen and the Labyrinth of Leader.docx
www.hbrreprints.orgThe Five Competitive Forces That Sh.docx
www.hbrreprints.orgThe Five Competitive Forces That Sh.docx
www.europeanchamber.com.cnPutting Industrial Policy Ahead .docx
www.europeanchamber.com.cnPutting Industrial Policy Ahead .docx
www.hbr.orgWant CollaborationAccept—and Actively .docx
www.hbr.orgWant CollaborationAccept—and Actively .docx
www.hbr.orgHow to Design Smart Business Experiments.docx
www.hbr.orgHow to Design Smart Business Experiments.docx
www.free-ebooks-download.orgwww.free-ebooks-download.o.docx
www.free-ebooks-download.orgwww.free-ebooks-download.o.docx
www.circuitmix.comwww.circuitmix.comFUNDAMENTA.docx
www.circuitmix.comwww.circuitmix.comFUNDAMENTA.docx
www.elsevier.comlocatecompstrucComputers and Structures .docx
www.elsevier.comlocatecompstrucComputers and Structures .docx
www.downloadslide.comhttpwww.downloadslide.comRET.docx
www.downloadslide.comhttpwww.downloadslide.comRET.docx
www.ebook3000.comList of Cases by ChapterChapter 1.docx
www.ebook3000.comList of Cases by ChapterChapter 1.docx
www.cambridge.org9781107008519CAMBRIDGE TEXTS IN THEH.docx
www.cambridge.org9781107008519CAMBRIDGE TEXTS IN THEH.docx
www.AEP-Arts.org @AEP_ArtsEDUCATION TRENDS www.ecs.org .docx
www.AEP-Arts.org @AEP_ArtsEDUCATION TRENDS www.ecs.org .docx
wsb.to&NxQXpTHEME Leading with LoveAndreas J. Kӧste.docx
wsb.to&NxQXpTHEME Leading with LoveAndreas J. Kӧste.docx
WSJ Executive Adviser (A Special Report) TheCase Against .docx
WSJ Executive Adviser (A Special Report) TheCase Against .docx
WRTG 293 students, Your first writing assignment will be .docx
WRTG 293 students, Your first writing assignment will be .docx
Recently uploaded
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Biological Screening of Herbal Drugs in detailed.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Operation Blue Star - Saka Neela Tara
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Normal Labour/ Stages of Labour/ Mechanism of Labour
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
A Survey of Techniques for Maximizing LLM Performance.pptx
A Survey of Techniques for Maximizing LLM Performance
Digital Tools and AI for Teaching Learning and Research
This Presentation in details discusses on Digital Tools and AI for Teaching Learning and Research
Supporting (UKRI) OA monographs at Salford.pptx
How libraries can support authors with open access requirements for UKRI funded books
Wednesday 22 May 2024, 14:00-15:00.
How to Make a Field invisible in Odoo 17
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Mule 4.6 & Java 17 Upgrade | MuleSoft Mysore Meetup #46
Mule 4.6 & Java 17 Upgrade | MuleSoft Mysore Meetup #46
Event Link:-
https://meetups.mulesoft.com/events/details/mulesoft-mysore-presents-exploring-gemini-ai-and-integration-with-mulesoft/
Agenda
● Java 17 Upgrade Overview
● Why and by when do customers need to upgrade to Java 17?
● Is there any immediate impact to upgrading to Mule Runtime 4.6 and beyond?
● Which MuleSoft products are in scope?
For Upcoming Meetups Join Mysore Meetup Group - https://meetups.mulesoft.com/mysore/
YouTube:- youtube.com/@mulesoftmysore
Mysore WhatsApp group:- https://chat.whatsapp.com/EhqtHtCC75vCAX7gaO842N
Speaker:-
Shubham Chaurasia - https://www.linkedin.com/in/shubhamchaurasia1/
Priya Shaw - https://www.linkedin.com/in/priya-shaw
Organizers:-
Shubham Chaurasia - https://www.linkedin.com/in/shubhamchaurasia1/
Giridhar Meka - https://www.linkedin.com/in/giridharmeka
Priya Shaw - https://www.linkedin.com/in/priya-shaw
Shyam Raj Prasad-
https://www.linkedin.com/in/shyam-raj-prasad/
Unit 2- Research Aptitude (UGC NET Paper I).pdf
This slide describes the research aptitude of unit 2 in the UGC NET paper I.
Embracing GenAI - A Strategic Imperative
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Home assignment II on Spectroscopy 2024 Answers.pdf
Answers to Home assignment on UV-Visible spectroscopy: Calculation of wavelength of UV-Visible absorption
Thesis Statement for students diagnonsed withADHD.ppt
Presentation required for the master in Education.
Overview on Edible Vaccine: Pros & Cons with Mechanism
This ppt include the description of the edible vaccine i.e. a new concept over the traditional vaccine administered by injection.
Unit 8 - Information and Communication Technology (Paper I).pdf
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdf
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Model Attribute Check Company Auto Property
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Recently uploaded (20)
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...
Normal Labour/ Stages of Labour/ Mechanism of Labour
Normal Labour/ Stages of Labour/ Mechanism of Labour
A Survey of Techniques for Maximizing LLM Performance.pptx
A Survey of Techniques for Maximizing LLM Performance.pptx
Digital Tools and AI for Teaching Learning and Research
Digital Tools and AI for Teaching Learning and Research
Mule 4.6 & Java 17 Upgrade | MuleSoft Mysore Meetup #46
Mule 4.6 & Java 17 Upgrade | MuleSoft Mysore Meetup #46
Home assignment II on Spectroscopy 2024 Answers.pdf
Home assignment II on Spectroscopy 2024 Answers.pdf
Thesis Statement for students diagnonsed withADHD.ppt
Thesis Statement for students diagnonsed withADHD.ppt
Overview on Edible Vaccine: Pros & Cons with Mechanism
Overview on Edible Vaccine: Pros & Cons with Mechanism
Unit 8 - Information and Communication Technology (Paper I).pdf
Unit 8 - Information and Communication Technology (Paper I).pdf
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdf
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdf
YAHOO! INC. ANNUAL REPORTIntroductionThe purpose of this rese.docx
- 1. YAHOO! INC. ANNUAL REPORT Introduction: The purpose of this research is to analyze the information contained in the financial statements that is income statement and balance sheet of Yahoo! Inc. Yahoo! Inc. fiscal year ends on 31st December and operates under technology sector and internet information providers industry. It provides search and display advertising services on yahoo properties and affiliate sites worldwide. Hence its focus is on informing, connecting and entertaining its users. Financial statements: Yahoo! Inc.’s total assets at the end of its most recent annual reporting period, 2014 was $61,960,344 thousands while its total assets at the end of previous annual reporting period, 2013 was $16,804,959 thousands. Total assets information is important as it represents items owned by the company. Yahoo! Inc. can use this information in asset performance analysis which includes calculation of: cash conversion cycle, return on asset ratio and fixed asset turnover ratio. Yahoo! Inc. had $2,667,916 thousands cash and cash equivalents at the end of its most recent annual reporting period. Yahoo! Inc. accounts payable at the end of its most recent annual reporting period , 2014 was $4,191,618 thousands while its accounts payable at the end of previous annual reporting period, 2013 was $1,045,813 thousands. Yahoo! Inc.’s net revenues for the last three annual reporting periods were: $4,618,133 thousands, $4,680,380 thousands and $4,986,566 thousands for the years 2014, 2013 and 2012 respectively. Yahoo! Inc. net income for the two most recent annual reporting period was $7,521,731 thousands and $1,366,281thousands for the years 2014 and 2013 respectively. The change in dollars in its net income from the most recent annual reporting period to
- 2. the previous annual reporting period is $6,155,450 thousands. Yahoo! Inc.’s total current assets at the end of the most recent annual reporting period, 2014 was $9,699,107 thousands while its total current assets at the end of the previous annual reporting period, 2013 was $5,025,857 thousands. The information found in the financial statements is used for the analysis and evaluation of the company’s performance, liquidity, efficiency and profitability. This information is essential to all company stakeholders such as potential investors, employees, suppliers. In the above information, stakeholders will be interested on amount of total assets, current assets, net income and net revenue as it will help in calculation of ratios used in analyzing the company’s efficiency, liquidity and profitability. YAHOO! INC. INCOME STATEMENT AND BALANCE SHEET Yahoo! Inc. (YHOO) Income Statement View: Annual Data | Quarterly Data All numbers in thousands Period Ending Dec 31, 2014 Dec 31, 2013 Dec 31, 2012 Total Revenue 4,618,133 4,680,380 4,986,566 Cost of Revenue 1,298,314 1,349,380 1,620,566
- 3. Gross Profit 3,319,819 3,331,000 3,366,000 Operating Expenses Research Development 1,207,146 1,008,487 885,824 Selling General and Administrative 1,809,011 1,700,375 1,641,819 Non Recurring 191,864 67,321 236,170 Others 66,750 44,841 35,819 Total Operating Expenses 3,274,771 2,821,024 2,799,632
- 4. Operating Income or Loss 142,942 589,926 566,368 Income from Continuing Operations Total Other Income/Expenses Net 10,467,333 123,307 4,647,839 Earnings Before Interest And Taxes 10,610,275 713,233 5,214,207 Interest Expense - - - Income Before Tax 10,610,275 713,233
- 5. 5,214,207 Income Tax Expense 4,038,102 153,392 1,940,043 Minority Interest (10,411) (10,285) (5,123) Net Income From Continuing Ops 7,619,625 1,446,231 3,945,479 Non-recurring Events Discontinued Operations - - - Extraordinary Items -
- 6. - - Effect Of Accounting Changes - - - Other Items - - - Net Income 7,521,731 1,366,281 3,945,479 Preferred Stock And Other Adjustments - - - Net Income Applicable To Common Shares 7,521,731 1,366,281 3,945,479
- 7. Yahoo! Inc. (YHOO) Balance Sheet View: Annual Data | Quarterly Data All numbers in thousands Period Ending Dec 31, 2014 Dec 31, 2013 Dec 31, 2012 Assets Current Assets Cash And Cash Equivalents 2,667,916 2,077,590 2,667,778 Short Term Investments 5,327,412 1,330,304 1,516,175 Net Receivables 1,032,704 979,559 1,008,448 Inventory
- 8. - - - Other Current Assets 671,075 638,404 460,312 Total Current Assets 9,699,107 5,025,857 5,652,713 Long Term Investments 44,588,259 5,015,847 4,678,582 Property Plant and Equipment 1,487,684 1,488,518 1,685,845 Goodwill 5,163,654 4,679,648 3,826,749 Intangible Assets 470,842 417,808 153,973 Accumulated Amortization - - - Other Assets 550,798 177,281
- 9. 1,105,391 Deferred Long Term Asset Charges - - - Total Assets 61,960,344 16,804,959 17,103,253 Liabilities Current Liabilities Accounts Payable 4,191,618 1,045,813 993,306 Short/Current Long Term Debt - - - Other Current Liabilities 336,963 294,499 296,926 Total Current Liabilities 4,528,581 1,340,312 1,290,232 Long Term Debt 1,170,423 1,110,585
- 10. 124,587 Other Liabilities 143,095 116,605 - Deferred Long Term Liability Charges 17,332,653 1,106,860 1,082,831 Minority Interest 43,755 55,688 45,403 Negative Goodwill - - - Total Liabilities 23,218,507 3,730,050 2,543,053 Stockholders' Equity Misc Stocks Options Warrants - - - Redeemable Preferred Stock - - - Preferred Stock - - -
- 11. Common Stock 945 1,015 1,187 Retained Earnings 8,937,036 4,267,429 5,792,459 Treasury Stock (712,455) (200,228) (1,368,043) Capital Surplus 8,496,683 8,688,304 9,563,348 Other Stockholder Equity 22,019,628 318,389 571,249 Total Stockholder Equity 38,741,837 13,074,909 14,560,200 Net Tangible Assets 33,107,341 7,977,453 10,579,478 REFERENCE: · Income statement