Tri Vi Dang Email: td2332@columbia.edu Columbia University Spring 2013 Corporate Finance (ECON W4280) Meeting time: Tu‚ Th 4.10-5.25 Meeting place: Hamilton 503 Office address: IAB 1032 Office hours: Th 11.00-12.00 and other times by appointment Course Description The aim of this introductory course in corporate finance is to provide students with fundamental concepts for understanding firms’ financing decisions and the basic tools for the valuation of a corporation. This course
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ACC 3201 MANAGEMENT ACCOUNTING 1 Semester II 2012/2013 Department of Accounting and Finance Faculty of Management and Economics Course Outline Contact details Course coordinator/lecturer Course coordinator/Lecturer: e-mail: Phone: Fax: Room number Consultation hours: Dr. Mohd Shaari Abd Rahman shaari@umt.edu.my (09) 668 4157/3232 (09) 668 4237 Deputy Dean’s Office Monday 10am-12pm Wednesday 10am-11am Course coordinator/Lecturer: e-mail: Phone: Fax: Room number Consultation hours:
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levels (Kaplan & Norton 2001). Balanced scorecard does not provide guidelines for implementation at process level but it does help identify the measures to be taken to improve the working of an organisation (Nair & Hoboken 2004). Hence balanced scorecard proves to be a very essential tool for the success of an organisation. Balanced Scorecard Financial Customer Innovation Internal Balanced Scorecard Financial Customer Innovation Internal Balance Scorecard (Kaplan and Norton
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Abstract During the 1980s‚ market research practitioners and academic marketing researchers witnessed a growing interest in qualitative research. A review of the practitioner and academic literature on qualitative market(ing) research reveals the commonalities and the differences in the ways each group represents‚ thinks about and practices qualitative research. Areas where both groups might benefit from sharing ideas and information and from closer links generally are discussed. Article Type:
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Reviewer Bias Bruce E. Wampold Department of Educational Psychology University of Utah Michael J. Furlong and Donald R. Atkinson Graduate School of Education University of California‚ Santa Barbara In responding to our study of the influence that statistical significance has on reviewers ’ recommendations for the acceptance or rejection of a manuscript for publication (Atkinson‚ Furlong‚ & Wampold‚ 1982)‚ Fagley and McKinney (1983) argue that reviewers were justified in rejecting the bogus study
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References: Atkinson‚ A. A. et al (2013)‚ Management Accounting‚ Prentice Hall. Garrison‚ R.H.‚ E.W. Noreen‚ P.C. Brewer‚ N.S. Cheng and K.C.K. Yuen (2012). Hilton‚ R.W.‚ Maher‚ M.W. and F.H. Selto (2008). Cost Management: Strategies for Business Decisions Blocher‚ E.J.‚ K.H. Chen and T.W. Lin (2013)
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David Parker (2006)‚ Principles of Business economics‚ 2nd edition‚ Pearson. Mcaleese (2004)‚ Economics for business: Competition‚ Macro-stability and Globalisation‚ Pearson. Brian Atkinson & Robert Miller (1998)‚ Business Economics‚ Pearson. John Sloman & Mark Sutcliffe (2007)‚ Economics for Business‚ FT/Prentice Hall -----------------------
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website. Retrieved on May 14‚ 2005 from http://www.upmc-biosecurity.org/pages/resources/leadership/leadership_presentation.ppt. Center‚ A. and Jackson‚ P. (2003). Public Relations Practices: Managerial Case Studies and Problems. Uppersaddle‚ NJ: Prentice Hall. Kaplan‚ T. (n.d.). The Tylenol crisis: how effective public relations saved Johnson & Johnson. Paul Griffin Communications website. Retrieved on May 14‚ 2005 from http://www.grif.com.au/index.php?id=79.
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market. In recent years‚ many management frameworks have been introduced such as Lynch and Cross (1991) “performance pyramid”‚ Fitzgerald & Moon (1996) “building blocks of performance measurement system”; Neely et al.‚ (2002) “performance prism”; Kaplan and Norton’s (1992) “balanced scorecard” framework;‚ “six sigma” and “value for money” to have a wider view on the company’s needs to compete in the market. Balanced Scorecard (hereafter known as BSC) is a performance measurement system that has
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Unit One: Case Incident 1: How a UPS Manager Can Cut Turnover Arquella Williams Kaplan University MT302 Organizational Behavior March 9‚ 2011 Unit One: Case Incident 1: How a UPS Manager Can Cut Turnover UPS’s operations in Buffalo‚ New York faced a major dilemma; they were facing a high turnover rate. Part-time employees were leaving at a rate of 50 percent per year resulting in an increase in absenteeism‚ work related injuries‚ and inaccurate shipping deliveries. In order to resolve this
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