MGMT 101: INTRODUCTION TO MANAGEMENT SPRING 2014 Professor: E-mail: Canvas course site: Lectures: Office Hours: Head TA: Martine Haas mrhaas@wharton.upenn.edu https://wharton.instructure.com/courses/1099976 001‚ M 10:30-11:50 (in SHDH 350) 002‚ M 12-1:20 (in SHDH 350) 003‚ M 1:30-2:50 (in SHDH 350) Professor: Tuesdays 4-6pm‚ or by appointment (in 2024 SH-DH) TAs: Office hours vary by TA; available on Canvas (all in 3101 SH-DH) Arjan Markus (markusa@wharton.upenn.edu) We all
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Lartey Department of Information Technology Methodist University College Ghana Dansoman 11 March‚ 2013 Jojo Lartey (MUCG) MUIT 404 Lecture-One March 2013 1 / 25 Overview 1 2 3 4 5 6 7 L ECTURE O BJECTIVES INTRODUCTION MODEL BUILDING METHODS MODEL CATEGORIES STAGES OF MODEL BUILDING MODEL BUILDING TECHNIQUES SUMMARY Jojo Lartey (MUCG) MUIT 404 Lecture-One March 2013 2 / 25 L ECTURE O BJECTIVES Learning Outcomes Equip you with the basics to modelling and decision
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Section 404 of the Sarbanes-Oxley Act LAW 421 Section 404 of the Sarbanes-Oxley Act This article review is on the article written by David S. Addington called “Congress Should Repeal or Fix Section 404 of the Sarbanes-Oxley Act to Help Create Jobs.” The Heritage Foundation published the article on September 30 2013. In the article‚ the author addresses concerns among companies staying in compliance with Section 404 of the Sarbanes-Oxley Act. The author indicates that section 404 of the Sarbanes-Oxley
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Chapter One: The Nature and Value of Strategic management: * Managers must manager internal activities along with responding to problems posed by the immediate and remote external environments * Immediate external environment: competitors‚ suppliers‚ increasingly scarce resources‚ gov agencies‚ regulations‚ shifts in customer preference * Remote external: economic‚ social‚ political‚ technology‚ * Must be anticipated monitored‚ assessed and incorporated into decision
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Strategic Management Journal Strat. Mgmt. J.‚ 24: 491–517 (2003) Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/smj.314 STRATEGIC PLANNING IN A TURBULENT ENVIRONMENT: EVIDENCE FROM THE OIL MAJORS ROBERT M. GRANT* McDonough School of Business‚ Georgetown University‚ Washington‚ DC‚ U.S.A. The long-running debate between the ‘rational design’ and ‘emergent process’ schools of strategy formation has involved caricatures of firms’ strategic planning processes
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CHAPTER 3: THE MACRO ENVIRONMENT MGMT 488 – STRATEGY AND POLICY OVERVIEW The macro environmental analysis is the first step in creating the Environmental Analysis. The macro environment examines the general business climate as it relates to the organization‚ but has nothing to do with the organization itself. The macro environment is primarily concerned with major issues and upcoming changes in the environment. The acronym for the macro analysis is “STEEP.” The five areas of interest are Socio-cultural
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Paper PT2K6/2K6 CE/ME/EE/EC/ CS/IT/AEI 401 PT2K6/2K6 CE/ME 402 PT2K6/2K6 EE/EC/AEI 402 2K6 CS/IT 402 PT 2K6/ 2K6 CE 403 PT 2K6/ 2K6 ME 403 PT2K6/ 2K6 EE 403 PT2K6/ 2K6 EC 403 2K6 CS/ IT 403 2K6 AEI 403 PT 2K6/ 2K6CE 404 PT 2K6/ 2K6 ME 404 PT 2K6/ 2K6 EE 404 PT 2K6/2K6 EC/AEI 404 2K6 CS/IT 404 Subject Engineering Mathematics III Humanities Computer Programming Data Structures & Algorithms Structural Analysis I Thermodynamics Microprocessors & Micro Controllers Communication Engineering I Systems Programming
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MGMT 368 Blanchat Page 1 Business Ethics Section E Biography of Jeremy Bentham Jeremy Bentham was a well known philosopher who was most closely associated with the concept of Utilitarianism. He was a visionary and author of many writings and was an advocate of numerous types of social reform. He was a critic of legal procedures and made it his life’s mission to change it for the better. Jeremy Bentham was
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Chapter 7 FORECASTING QUESTIONS & ANSWERS Q7.1 Accurate company sales and profit forecasting requires careful consideration of firm-specific and broader influences. Discuss some of the microeconomic and macroeconomic factors a firm must consider in its own sales and profit forecasting. Q7.1 ANSWER The better a company can assess future demand‚ the better it can plan its resources. Every corporation is exposed to three types of factors influencing demand: company‚ competitive and
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opportunities‚ most recruits stayed for 2 to 3 years‚ no management development‚ those remain and reach top of HQ –mostly Swiss male (old school boys club) CURRENT CHALLENGES – greater diversity in mgmt ranks – more professionals‚ foreigners and women. NEW STRATEGIC PLAN (2007 -2010) – challenges to HRM. 3 mgmt priorities – 1. Multidisciplinary; 2. Greater accountability & 3. Increased efficiency thru’ results based management. Role of HQ? – Centralised or Decentralised? Policies & Procedures needed
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