... o Erik was supposed to be under Jenkins. He was assigned under Jeff Hardy. The relationship between Hardy and Erik was not in good terms. No experience in this field and no guidance to Erik. o A formal reporting structure is an important factor in making the communication flow smoothly and enabling productive relationship. From the beginning, the reporting structure was not formal. Peterson was assigned to report to Hardy, who had no experience in the industry and had different incentive than Peterson’s. Hardy, hence, could not make effective decisions and provide guidance to Peterson and became the barrier between Jenkins and Peterson. o Group VP Peripheral Vascular position was vacant. This created a void in the communication between Erik and upper management. Hardy seemed to be disengaged or no experience in the field o Product Manager position being vacant added enormous pressure on Erik. o Interpersonal and organizational relationship with colleagues. Peterson had relationship issues with Scott Green and Cantor who managed the Key Opinion Leaders. Establishing relations is a critical component • Team Conflicts o Team Issues: Conflicts between Andrews and Jones o Lack of respect between team members o James Wallet and Burns o No guidance to the team members from Erik o Peterson was not trying to adjust and build relationships with employees, specifically with Andrews o Peterson was unable...
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...Erik Peterson Leadership Case Analysis October 21, 2010 Heather Adams Bob Ciccolella Kevin Lamparter Borey Pek Fact Pattern Erik Petersen, an MBA graduate from Dartmouth College, was hired seven months earlier as the General Manager of Green Mountain Cellular Telephone (GMCT) in Hanover, New Hampshire. Peterson had a B.S. in electrical engineering from MIT and was an officer in the U.S. Army Signal Corps. His interest in the cellular field had grown for the last several years. When hired by Jenkins, the founder of the CelluComm, Peterson thought he would be working directly with Jenkins. However, he would instead be reporting to Hardy, the Director of Budgets and Plans. Like Peterson, Hardy had no experience in the start-up project or the cellular field. Considered to be profitable, GMCT was one of three pre-operating systems being built by CelluComm and expected to serve about 400,000 people. GMCT was in the construction phase for one and half years before Peterson started and was still in the start-up stage. GMCT was to operate 21 cell sites; 16 sites were anticipated to be ready by the turn-on date and five others in the eight months following. By March, GMCT was one month behind target and its turn-on-date had been revised from February 1st to April 1st. When he arrived to Hanover, Peterson convinced the corporate office to terminate the contract with the construction subcontractor due to poor performance. He then hired a...
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...LEADERSHIP IN ORGANIZATIONS(Draft Syllabus) B01.1302.25 Spring 2010 Professor R. Kabaliswaran Office: KMC 7-56 E-mail: rkabalis@stern.nyu.edu Office Hours: 11:30 AM– 1:00 PM on class days and by appointment Class Hrs: Wed 1:30-4:20 PM on Jan 27; Feb 3, 10, 17, 24; Mar 3, 10, 24, 31; Apr 7, 14, 21, 28. Due Dates Team Case Write-up: 2/24. Final Team Project : 4/28. Indiv Take Home Final: 5/2. ____________________________________________________________ _________________ Course Overview Welcome aboard! What do leaders do? What happens inside organizations? And how do these relate to each other? In a nutshell, that’s the stuff this course is made of. Business organizations of all types face chronic management problems that pose significant challenges to them. These problems include the difficulty of designing organizations capable of coping with highly dynamic business environments, the challenge of developing strategies and structures for hypercompetitive conditions, the greater complexity of managing global enterprises, the difficult task of shaping a corporate culture, managing politics and conflict between individuals and organizational units, motivating employees who are more mobile than ever, designing attractive incentive systems, managing and harnessing intellectual capital, and so on. Such challenges and how the top leadership can deal with them are the subject of this course. The course has two major components. The first is “macro” in nature. It focuses on organizational...
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...microstructure, price discovery, interdealer, inventory, market order, limit order] September 2006 Corresponding author: Carol Osler, cosler@brandeis.edu or Brandeis International Business School, Brandeis University, Mailstop 32, Waltham, MA 02454, USA. Tel. (781) 736-4826. Fax (781) 736-2269. We are deeply grateful to the bankers who provided the data and to William Clyde, Pete Eggleston, Keith Henthorn, Valerie Krauss, Peter Nielsen, Peter Tordo, and other bankers who discussed dealing with us. We thank, without implicating, Alain Chaboud, Yin-Wong Cheung, Joel Hasbrouck, Thomas Gehrig, Michael Goldstein, Rich Lyons, Albert Menkveld, Anthony Neuberger, Paolo Pasquariello, Uday Rajan, Stefan Reitz, Dagfinn Rime, Erik Theissen, and Dan Weaver for insightful comments. Price Discovery in Currency Markets This paper investigates the price discovery process in the foreign exchange market. Understanding exactly how information becomes embedded in exchange rates is central to current efforts to understand exchange-rate dynamics...
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...Moneyball: The Art of Winning an Unfair Game Michael Lewis For Billy Fitzgerald I can still hear him shouting at me Lately in a wreck of a Californian ship, one of the passengers fastened a belt about him with two hundred pounds of gold in it, with which he was found afterwards at the bottom. Now, as he was sinking-had he the gold? or the gold him? —John Ruskin, Unto This Last Preface I wrote this book because I fell in love with a story. The story concerned a small group of undervalued professional baseball players and executives, many of whom had been rejected as unfit for the big leagues, who had turned themselves into one of the most successful franchises in Major League Baseball. But the idea for the book came well before I had good reason to write it—before I had a story to fall in love with. It began, really, with an innocent question: how did one of the poorest teams in baseball, the Oakland Athletics, win so many games? For more than a decade the people who run professional baseball have argued that the game was ceasing to be an athletic competition and becoming a financial one. The gap between rich and poor in baseball was far greater than in any other professional sport, and widening rapidly. At the opening of the 2002 season, the richest team, the New York Yankees, had a payroll of $126 million while the two poorest teams, the Oakland A's and the Tampa Bay Devil Rays, had payrolls of less than a third of that, about $40 million. A decade before, the highest payroll...
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... June 2005 Do organizations have IT Strategies? A Study on how organizations describe their IT Strategies. Masters Thesis in Business Administration (FED 006) Author Stephen Rupia Lyabandi Executive Summary Title: Do organizations have IT Strategies? A Study on how organizations describe their IT Strategies. Author: Stephen Rupia Lyabandi Tutor: Anders Hederstierna Problem: The research problem of this study is lack of insight on how organizations describe their IT strategies in relation to other strategies. IT strategy continues to be a major challenge for Information Technology intensive organizations and managers. Over the last two decades, the way researchers on information systems have viewed and analyzed IT strategy in organizational systems has not significantly been modified. Recent studies show that one of the main problems is that the concept of IT strategy has been around for nearly two decades and although many organizations have been using it, the meaning and reference of the idea remains elusive. Those who have attempted to define it have not reached an agreement. Purpose: The purpose of this study is to define the problem and explore whether organizations have IT strategies, and how these are describe in relation to other strategies. This research study also investigates how these organizations incorporate IT...
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...EDUCATION QUALITY AND ECONOMIC GROWTH Education Quality and Economic Growth Education Quality and Economic Growth Eric A. Hanushek Ludger Wößmann THE WORLD BANK Washington, DC © 2007 The International Bank for Reconstruction and Development / The World Bank 1818 H Street NW Washington DC 20433 Telephone: 202-473-1000 Internet: www.worldbank.org E-mail: feedback@worldbank.org All rights reserved 1 2 3 4 5 10 09 08 07 This volume is a product of the staff of the International Bank for Reconstruction and Development / The World Bank. The findings, interpretations, and conclusions expressed in this volume do not necessarily reflect the views of the Executive Directors of The World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgement on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. Rights and Permissions The material in this publication is copyrighted. Copying and/or transmitting portions or all of this work without permission may be a violation of applicable law. The International Bank for Reconstruction and Development / The World Bank encourages dissemination of its work and will normally grant permission to reproduce portions of the work promptly. For permission to photocopy...
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...Foreign Direct Assessment: Analyzing the Mobility of FDI Models in Emerging Markets Kyle Himmelwright & Damian Zaccaria, Villanova Business School In this article, the authors will explore foreign direct investment in emerging markets. Applying a two prong investment model, they’ll assess three emerging Southeast Asian marketplaces; Indonesia, Thailand, and Malaysia. Additionally, they’ll explore the impact a variety of explicit and implicit factors have on the outcome. The research will indicate which of the three markets has the most potential for investment. Keywords: Foreign Direct Investment (FDI), emerging markets, investment, economic factors, growth, defense Foreign direct investment (FDI) plays a prominent and growing role in the global marketplace. FDI is defined as an investment made by a company or entity based in another country. The investment provides the firm with an opportunity to access new markets and marketing channels, cheaper production facilities, access to new technology, products, skills and financing (Goingglobal.com 2015). Accurately assessing marketplace factors is essential when evaluating whether to invest in a foreign market, especially when it comes to making decisions requiring foresight and conviction. “The world is changing very fast. Big will not beat small anymore. It will be the fast beating the slow.” Rupert Murdoch’s quote concisely illustrates the current state of the global marketplace; it simply isn't as big as...
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...Commons, Power and Energy Commons, and the Sustainability Commons Repository Citation Denholm, P.; Ela, E.; Kirby, B.; and Milligan, M., "The Role of energy storage with renewable electricity generation" (2010). Publications (E). Paper 5. http://digitalscholarship.unlv.edu/renew_pubs/5 This Technical Report is brought to you for free and open access by the Energy at Digital Scholarship@UNLV. It has been accepted for inclusion in Publications (E) by an authorized administrator of Digital Scholarship@UNLV. For more information, please contact marianne.buehler@unlv.edu. The Role of Energy Storage with Renewable Electricity Generation Paul Denholm, Erik Ela, Brendan Kirby, and Michael Milligan Technical Report NREL/TP-6A2-47187 January 2010 The Role of Energy Storage with Renewable Electricity Generation Paul Denholm, Erik Ela, Brendan Kirby, and Michael Milligan Prepared under Task No. WER8.5005 NREL/TP-6A2-47187 January 2010 Technical Report National Renewable Energy Laboratory 1617 Cole Boulevard, Golden, Colorado 80401-3393 303-275-3000 • www.nrel.gov NREL is a national laboratory of the U.S. Department of Energy Office of Energy Efficiency and Renewable Energy Operated by the Alliance for Sustainable Energy, LLC Contract No. DE-AC36-08-GO28308 NOTICE This report was prepared as an account of work sponsored by an agency of the United States government. Neither the United States government nor any agency thereof, nor any of their employees, makes any...
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...UNIVERSAL PICTURES and EMMETT / FURLA FILMS Present A MARC PLATT Production In Association with OASIS VENTURES ENTERTAINMENT LTD / ENVISION ENTERTAINMENT / HERRICK ENTERTAINMENT / BOOM! STUDIOS A BALTASAR KORMÁKUR Film PAULA PATTON BILL PAXTON JAMES MARSDEN FRED WARD and EDWARD JAMES OLMOS Executive Producers BRANDT ANDERSEN JEFFREY STOTT MOTAZ M. NABULSI JOSHUA SKURLA MARK DAMON Produced by MARC PLATT RANDALL EMMETT NORTON HERRICK ADAM SIEGEL GEORGE FURLA ROSS RICHIE ANDREW COSBY Based on the BOOM! Studios Graphic Novels by STEVEN GRANT Screenplay by BLAKE MASTERS Directed by BALTASAR KORMÁKUR –1– CAST Waitress Margie . . . . . . . . . . . . . . . . . . . . . LINDSEY GORT Roughneck #2 . . . . . . . . . . . . . . . . . HILLEL M. SHARMAN Robert “Bobby” Trench . . . . . . . . . DENZEL WASHINGTON Roughneck #3 . . . . . . . . . . . . . . . . . . . . . . . . AARON ZELL Marcus “Stig” Stigman . . . . . . . . . . . . MARK WAHLBERG Roughneck #4 . . . . . . . . . . . . . . . . . . . . . . . HENRY PENZI Deb . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PAULA PATTON CREW Earl . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . BILL PAXTON Admiral Tuwey . . . . . . . . . . . . . . . . . . . . . . . FRED J. WARD Quince . . . . . . . . . . . . . . . . . . . . . . . . . . JAMES MARSDEN Directed by . . . . . . . . . . . . . . . . . BALTASAR KORMÁKUR Papi Greco . . . . . . . . . . . . . . . . . EDWARD JAMES OLMOS Screenplay by . . . . . . . . . . . ...
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...Getting Started Important note: The Burning Crusade is an expansion set to World of Warcraft. You must already have a properly installed copy of World of Warcraft in order to install and play this expansion. Installing the Game (PC) TM Welcome Back to the World of Warcraft! System Requirements: OS: Windows 2000 (Service Pack 4); Windows XP (Service Pack 2). Processor: Intel Pentium 3 800MHz, or AMD Duron 800MHz. Memory: 512 MB RAM, 1 GB RAM is recommended. Video: Minimum: 32 MB 3D graphics processor with Hardware Transform and Lighting, such as an NVIDIA GeForce 2 class card or above. Recommended: 64MB VRAM 3D graphics processor with Vertex and Pixel Shader capability, such as an NVIDIA GeForce FX 5700 class card or above. For a complete list of supported 3D cards, please visit: http://www.blizzard.com/support/wow/?id=aww0830p Sound: DirectX-compatible sound card. Install Size: 10 gigabytes of hard disk space. Installation Instructions Place The Burning Crusade CD/DVD into your CD-ROM or DVD-ROM drive. If your computer has autoplay enabled, an installation window will automatically pop up on your Windows desktop. Click the Install Burning Crusade button and follow the onscreen instructions to install The Burning Crusade to your hard drive. If the installation window does not appear, open the My Computer icon on your desktop and double-click on the drive letter corresponding to your CD-ROM or DVD-ROM drive to open it. Double-click on the Install.exe icon...
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...indicating this trend will continue. The question is if the foreign investor will prioritize development in Sweden or if the research and development departments will be moved out from Sweden. A common effect of foreign acquisitions of Swedish companies has been the move of head offices out from Sweden, which can cause Sweden to lose competences in how to lead a large organization. Moreover, most foreign owned companies are controlled by a foreign com-pany or investor from any of the countries Norway, the USA, United Kingdom or Denmark. Purpose The purpose of this study is, from a management perspective, to investigate and discuss if and how a manager’s role and leadership style is influenced by having a foreign owner. As a part of the discussion the study will also examine which impact a foreign owner has on a Swedish subsidiary accord-ing to its leader. Method To accomplish the purpose of the study a qualitative approach has been applied. Telephone interviews of a semi structured character have been conducted with six managers with leading positions within middle-sized and large-sized companies. Conclusion Foreign owned subsidiaries tend to be managed rather independently from within the parent companies. In general, the subsidiaries have autonomy to a certain degree decided by the frames which have been set up by the parent company. Any larger cultural differences have not been found, which ap-pear to be a result of the subsidiaries’ independency. To summarize...
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...High-Frequency Trading Peter Gomber, Björn Arndt, Marco Lutat, Tim Uhle Chair of Business Administration, especially e-Finance E-Finance Lab Prof. Dr. Peter Gomber Campus Westend • RuW P.O. Box 69 • D-60629 Frankfurt/Main Commissioned by Executive Summary High-frequency trading (HFT) has recently drawn massive public attention fuelled by the U.S. May 6, 2010 flash crash and the tremendous increases in trading volumes of HFT strategies. Indisputably, HFT is an important factor in markets that are driven by sophisticated technology on all layers of the trading value chain. However, discussions on this topic often lack sufficient and precise information. A remarkable gap between the results of academic research on HFT and its perceived impact on markets in the public, media and regulatory discussions can be observed. The research at hand aims to provide up-to-date background information on HFT. This includes definitions, drivers, strategies, academic research and current regulatory discussions. It analyzes HFT and thus contributes to the ongoing discussions by evaluating certain proposed regulatory measures, trying to offer new perspectives and deliver solution proposals. Our main results are: HFT is a technical means to implement established trading strategies. HFT is not a trading strategy as such but applies the latest technological advances in market access, market data access and order routing to maximize the returns of established trading strategies. Therefore...
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...The Innocent Man: Murder and Injustice in a Small Town From Wikipedia, the free encyclopedia Jump to: navigation, search "The Innocent Man" redirects here. For a South Korean television series, see The Innocent Man (TV series). The Innocent Man | | Author(s) | John Grisham | Country | United States | Publisher | Doubleday | Publication date | October 10, 2006 | Pages | 368 | ISBN | 978-0-385-51723-2 | OCLC Number | 70251230 | The Innocent Man: Murder and Injustice in a Small Town (2006) is a nonfiction book written by John Grisham, and his first outside the legal fiction genre. The book tells the story of Ronald 'Ron' Keith Williamson of Ada, Oklahoma, a former minor league baseball player who was wrongly convicted in 1988 for the rape and murder of Debra Sue Carter in Ada and was sentenced to death. After serving 11 years on death row, he was exonerated by DNA evidence and other material introduced by the Innocence Project and was released in 1999. Contents * 1 Synopsis * 2 Book edition * 3 References * 4 External links | Synopsis Ron Williamson has returned to his hometown of Ada, Oklahoma after multiple failed attempts to play for various minor league baseball teams, including the Fort Lauderdale Yankees and two farm teams owned by the Oakland A's. An elbow injury inhibited his chances to progress. His big dreams were not enough to overcome the odds (less than 10 percent) of making it to a big league game. His failures lead to, or aggravate...
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...and those at the lower end of the organizational hierarchy. By examining microlevel interactions and how they become institutionalized within organizations as prevailing rules and practices, we contribute to both institutional theory and the sociology of social class differences. We encourage future research on social class and discuss some of the challenges inher- ent in conducting it. Several contemporary developments—includ- ing the financial crisis of 2008 (Rajan, 2010), the shrinking of the middle class (Leicht & Fitzger- ald, 2007), and the rise of the “new poor” in America (Cohen, 2010)— have reinjected the is- sue of social class differences and inequality (Stiglitz, 2012) into contemporary discourse. Within organization studies, however, social class has received only scant consideration (cf. Castilla & Benard, 2010; Dacin, Munir, & Tracey, 2010; Scully & Blake-Beard, 2006). While two re- cent exceptions report the consequences of class differences on individual behavior at work (Coté, 2011; Fiske & Markus, 2012), this work does not theorize about how organizational members interact in the face of these differ- The authors contributed equally to the preparation of this manuscript. We are grateful to our talented and fearless friend and colleague, Lindsey Pilver, for bringing us...
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