realize incremental financial growth. In order to be successful at introducing new extensions managers should understand line extensions' key success factors. In this study three market-related factors' impact on line extension success were investigated, i.e. the level of competition in the market place; retailer power; and consumers' variety seeking behavior. Data collected from 49 marketing and product managers in the fastmoving consumer goods industry showed that line extensions have very little added
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Australia, and 16 Debi S. Saini Management Development Institute, Gurgaon, India Abstract Purpose – This paper aims to investigate diversity management (DM) practices in China and India by analyzing formal DM policy (if one exists) adopted by the company and informal DM practices adopted by managers. It also aims to discuss the appropriateness of the US-originated notion of, and approach to, managing diversity in the Indian and Chinese contexts by exploring how local managers make sense of diversity
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Jahangirnagar Planning Review ISSN 1728-4198 Vol. 2, June 2004, pp. 67-82, © Jahangirnagar University This article is brought to you by www.bdresearch.org Eco-Tourism: An Investigation into the Conceptual Framework and Policy Requirements for its Growth in Bangladesh Golam Moinuddin* Halima Begum** Abstract Sustainability considerations have been making ways in each and every development initiative in the last two-decades or so. In line of this trend, the concept of eco-tourism emerged and
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TABLE OF CONTENTS I. Abstract II. Problem Statement III. Evaluation IV. Hypothesis V. Procedure/Design VI. Introduction VII. Definition and Examples a. Case I b. Case II c. Case III VIII. Origin of Competitive Intelligence IX. Why Collect Intelligence? X. What is Ethical? XI. Methods of Intelligence Collection XII. What Resources Are Used to Collect Information XIII. How Companies Utilized Collected Information XIV. Keeping Companies Secrets Secret a. Buildings b. Communication
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SYLLABUS STRATEGIC MANAGEMENT MANA 5336-001 Long Summer 2012 Scheduled Meeting Dates: Tuesdays and Thursdays June 5 to August 9 . Time: 5:30 p.m. to 7:50 p.m. Place: COBA 252 Professor: Charles D. Little, Ph.D. Office Hours: Immediately before and after class e-mail: drclittle@gmail.com or UTA email Phone: 817/944-9825 Course Description Integration of the MBA curriculum into a cohesive whole. Treats the several elements of business administration
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and Culture: The Manager as a Person LEARNING OBJECTIVES After studying this chapter, you should be able to: 1 Describe the various personality traits that affect how managers think, feel, and behave. [LO 2-1] 4 Describe the nature of emotional intelligence and its role in management. [LO 2-4] 2 Explain what values and attitudes are and describe their impact on managerial action. [LO 2-2] 5 Define organizational culture and explain how managers both create and are
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needed for their present jobs. Q.2.What is training needs assessment? Ans. Training Needs Assessment consists of : Organizational Analysis :Examines systemwide factors that effect the transfer of newly acquired skills to the workplace Person Analysis: Who needs what kind of training Task Analysis: Provides statements of the activities and work operations performed on the job Q.3.What is training design? Ans. Training design refers to the content, methods, material etc. used for purpose of imparting training
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Real Estate Development and Investment Founded in 1807, John Wiley & Sons is the oldest independent publishing company in the United States. With offices in North America, Europe, Australia and Asia, Wiley is globally committed to developing and marketing print and electronic products and services for our customers’ professional and personal knowledge and understanding. The Wiley Finance series contains books written specifically for finance and investment professionals as well as sophisticated
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appears, and the process begins again. We often depict this process as an S-curve. The transition between one technological curve and another is an indication of innovation. I call this a phase transition. When a phase transition occurs, it creates opportunities for companies that are able to innovate. For those who are not able to manage this, the phase transition signals the start of a process of decline. Researchers who have studied such processes1 explain that the
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PROCEEDINGS of the 3rd Christian Engineering Education Conference June 23-25, 1999 at the JAARS Facility of Wycliffe Bible Translators Waxhaw, North Carolina The Mission of Christian College Engineering Programs for Y2K and Beyond Preface THE FIRST CHRISTIAN ENGINEERING EDUCATION CONFERENCE WAS HELD IN 1992 AT CALVIN COLLEGE IN GRAND RAPIDS, MICHIGAN. SEVERAL YEARS LATER, TTHE SECOND CONFERENCE WAS HELD IN 1996 AT MESSIAH COLLEGE, IN GRANTHAM
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