MBL501 Human Resource Management Law Unit Information and Learning Guide Unit coordinator: Natalie van der Waarden Murdoch Law School Email: n.vanderwaarden@murdoch.edu.au Room: ECL2.028 Phone: 0061 08 93606018 © Published by Murdoch University‚ Perth‚ Western Australia‚ 2014 This publication is copyright. Except as permitted by the Copyright Act no part of it may in any form or by any electronic‚ mechanical
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and is often a one-time or sporadic event. Co-ops and internships are excellent for acquiring and training future management employees. These arrangements are made between the company and colleges‚ universities‚ community colleges and vocational schools. Their main disadvantage is the cost and management time involved. Someone has to manage the program‚ supervise the training of the participants‚ and adjust the work environment to accommodate the trainees. There are also costs associated with the
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when it chose to diversify into additives and other specialty chemicals‚ developing these products within their own research laboratory in 1953 (Bartlett & Winig‚ 2012). Kent Chemical Products has grown throughout the years from its core domestic business to an international operation struggling to fully integrate globally. In 1998‚ CEO Ben Fisher decided global expansion would be Kent’s top priority stating‚ “Our goal is to remake Kent from a U.S. company dabbling in international markets to one
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A segment that was expected to grow during the 90s was the ‘Co-branded’ cereals. “Co-branded cereals were produced and distributed by one of the Big Three‚ but relied on another company’s brand name for the product’s distinctiveness.” (Harvard Business School‚ 1995. P6). This is a way of targeting consumers who are brand loyal. It is evident that companies attempted to diversify into the snack foods market as well. Here they are targeting consumers who are ‘on-the-go’. General Mills introduced
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Competing on Resources Key ideas from the Harvard Business Review article By David J. Collis‚ Cynthia A. Montgomery The Idea in Brief What gives your company a competitive edge? Your strategically valuable resources -- the ones enabling your enterprise to perform activities better or more cheaply than rivals. These can be physical assets (a prime location)‚ intangible assets (a strong brand)‚ or capabilities (a brilliant manufacturing process). For example‚ Japanese auto companies have consistently
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A.Y. 2012-2013 Università della Svizzera Italiana Competitive Intelligence (3 Credits) Gianluca Colombo‚ Carmine Garzia Competitive intelligence is the continuous monitoring of rival’s business models and performances and the analysis of competitive dynamics evolution in a certain industry. Information collected through competitive intelligence activities are used by top management to support strategic decision making. The course in centered on techniques and tools to
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implemented strategically. The defender typology will focus on improving the efficiency of Dollar Tree’s existing operations. Analyzers keep a watchful eye on their competitors for new ideas and often implement those ideas into their marketing strategy and business development plans. Reactors respond on an as-needed basis‚ they monitor the situation and respond accordingly.Reference:Gimenez‚ F. P. (2000). The Benefits of a Coherent Strategy for Innovation and Corporate Change: A Study Applying Miles and Snow’s
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INSIDE EMPLOYEES’ MINDS…page 72 www.hbr.org WHO’S A GENIUS?…page 121 May 2007 62 Surviving Your New CEO Kevin P. Coyne and Edward J. Coyne‚ Sr. 72 Inner Work Life: Understanding the Subtext of Business Performance Teresa M. Amabile and Steven J. Kramer 84 Strategies to Crack Well-Guarded Markets David J. Bryce and Jeffrey H. Dyer 96 Customer Focus 98 Silo Busting: How to Execute on the Promise of Customer Focus Ranjay Gulati 110 Even Commodities Have Customers François M. Jacques 22
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In assessing the ethical issues surrounding the Goldman Sachs Abacus controversy‚ there are several factors that must be taken into consideration. Despite John Paulson playing a limited role in the ultimate construction of the CDO by having a hand in the asset composition selection process‚ as well as Goldman’s lack of disclosure in excess of the law‚ it is important to recognize that the counterparties to the CDSs were sophisticated investors. As sophisticated investors‚ making large speculative
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are used to define what is within the boundaries of the project and what is outside those boundaries. Examples of areas that could be examined are data‚ processes‚ applications‚ or business areas. The following types of information can be helpful: The types of deliverables that are in scope and out of scope (business requirements‚ current state assessment) The major life-cycle processes that are in scope and out of scope (analysis‚ design‚ testing) The types of data that are in scope and out of scope
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