Suggests that Motorola faces new challenges brought on by its explosive growth. Describes how the company has always had a people‐oriented culture and stresses three key…
Abstract
Suggests that Motorola faces new challenges brought on by its explosive growth. Describes how the company has always had a people‐oriented culture and stresses three key principles: leadership of renewal, renewal of leadership and thinking the unthinkable. States that Motorola is willing and eager to change, realizing that success depends on adaptability, flexibility and speed.
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Explores the similarities between a captain and his crew on shipand the various strands of management. This is set out in an allegoricaland interesting way, which makes for easy…
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Explores the similarities between a captain and his crew on ship and the various strands of management. This is set out in an allegorical and interesting way, which makes for easy assimilation of the constitutent parts. Stresses the role of competitiveness and also the need for continuous training, thereby promoting high performances from the (crew) team. Concludes that the correct use of the available elements helps give your (team) crew a sustainable competitive edge.
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Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange…
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Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.
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Paul S Pilecki and Michael A. Mancusi
Riggs Bank N.A. of Washington, DC entered into a consent order with the Office of the Comptroller of the Currency in July 2003, received a cease and desist order from the Federal…
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Riggs Bank N.A. of Washington, DC entered into a consent order with the Office of the Comptroller of the Currency in July 2003, received a cease and desist order from the Federal Reserve Board later that year, and was assessed a $25 million penalty by the Financial Crimes Enforcement Network (FinCEN) in May 2004, all for Bank Secrecy Act violations. In general, Riggs was deficient (i) in designing a program tailored to the risks of its business that would ensure appropriate reporting, (ii) in implementing the procedures it did have, and (iii) in responding to classic “red flags” of suspicious conduct. As a result, Riggs failed to file a number of timely and complete suspicious activity reports (SARs) and late and complete currency transaction reports (CTRs) for high‐risk accounts. In discussing the violations that occurred, FinCEN articulated internal control, customer due diligence, compliance monitoring, and independent testing standards that Riggs did not meet, and that other institutions should regard as rules of general applicability.
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Research studies indicate African American males face multiple and reinforcing obstacles by choosing to pursue science, technology, engineering, and mathematics (STEM) related…
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Research studies indicate African American males face multiple and reinforcing obstacles by choosing to pursue science, technology, engineering, and mathematics (STEM) related majors and professions. Though participation in STEM fields has increased, African American males remain underrepresented in STEM academic programs and occupations as a whole, and in the computing sciences specifically. In the STEM field of computing sciences, isolation, inadequate advisement, among other complex factors, perpetuate the underrepresentation and low persistence of African American males in academic programs. Utilizing viable social identity and communities of practice as theoretical underpinnings, this qualitative study into the lives of aspiring and current African American male computer scientists produced findings that illuminate the significance of what I call STEMfluences, or social interactions that promote socialization, STEM identity, confidence, and success in science, technology, engineering, and mathematics related disciplines like the computing sciences, and promote persistence through degree attainment in homogeneous, unwelcoming STEM academic environments. These STEMfluences are social constructs that include positive peer interactions and modeling, parental and familial nurturing, and multifaceted mentorship.
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Raymond G. McInnis and Michael Turner
Many people fear the approach of 1984. Why? Because in their minds too many of George Orwell's dark prophecies in his 1948 novel, 1984, appear to be coming true.
Richard C. Hoffman, Joel F. Kincaid and John F. Preble
Consistent with traditional internationalization theory, we argue that, when a firm chooses franchising to achieve market penetration, market propinquity/similarity matters. Using…
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Consistent with traditional internationalization theory, we argue that, when a firm chooses franchising to achieve market penetration, market propinquity/similarity matters. Using a modified gravity model, we examine six country characteristics believed to enhance the flow of franchise activity among 39 nations. Our findings support the notion that market propinquity facilitates the flow of franchises between nations. Franchise expansion is greatest when the home and host nations are similar in terms of geography, culture, media availability, and political risk. The management implications of these findings are discussed in detail.
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Although a large contingency of theory and research has been conducted in the area of individual and interpersonal communication, relatively few theoreticians have focused on the…
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Although a large contingency of theory and research has been conducted in the area of individual and interpersonal communication, relatively few theoreticians have focused on the broader character of communication at the organizational level of analysis. With the increasing emphases on total quality, leadership, adaptive cultures, process reengineering, and other organizational change and development efforts, however, the need to understand the process and function of organizational communication at a broader, more systemic level is paramount. The following paper attempts to address this issue by providing: (1) a comparative review and critique of three “classic” theoretical approaches to describing the importance of communication in organizations and the relationship between communication and organizational functioning (open systems theory, the information‐processing perspective, and the communication as culture framework); and (2) a new integrative framework—the CPR model of organizational communication—for conceptualizing and understanding the nature of communication in organizations based on constructs adapted from these three perspectives. The model is then used both in an applied example to help diagnose an organizational system and to stimulate suggestions for future research.
Many jurisdictions fine illegal cartels using penalty guidelines that presume an arbitrary 10% overcharge. This article surveys more than 700 published economic studies and…
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Many jurisdictions fine illegal cartels using penalty guidelines that presume an arbitrary 10% overcharge. This article surveys more than 700 published economic studies and judicial decisions that contain 2,041 quantitative estimates of overcharges of hard-core cartels. The primary findings are: (1) the median average long-run overcharge for all types of cartels over all time periods is 23.0%; (2) the mean average is at least 49%; (3) overcharges reached their zenith in 1891–1945 and have trended downward ever since; (4) 6% of the cartel episodes are zero; (5) median overcharges of international-membership cartels are 38% higher than those of domestic cartels; (6) convicted cartels are on average 19% more effective at raising prices as unpunished cartels; (7) bid-rigging conduct displays 25% lower markups than price-fixing cartels; (8) contemporary cartels targeted by class actions have higher overcharges; and (9) when cartels operate at peak effectiveness, price changes are 60–80% higher than the whole episode. Historical penalty guidelines aimed at optimally deterring cartels are likely to be too low.