...results, contingencies that might occur during research, use of tools, bias results and opportunity to replicate. During the course of the practice by different researchers, the limitations, advantages and disadvantages are taken into account and implementation of these methods in different areas of business are discussed. Delphi Technique Introduction According to Khayun, Ractham and Firpo (2012), the Delphi technique is a structured approach for reaching a consensus opinion among experts about future developments in any area that might affect a business. Delphi technique is a technique of collecting opinions about the future and evaluating the likelihood of an outcome or situation. It is a multistep process in which experts answer a list of questions without discussing them with each other and then the answers to these questions are summarised and a second set of questions are formulated and distributed to the same group of experts to clarify areas of agreement and disagreement. These steps continue until a consensus has been reached by experts. Background According to Laick (2012), the Delphi technique was developed...
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...DAMODARAM SANJIVAYYA NATIONAL LAW UNIVERSITY NAME OF STUDENT: - RAHUL KUMAR DUBEY ROLL NO. : - 2014087 SEMESTER: - 2ND SUBJECT: - SOCIOLOGY TITLE OF THE PROJECT: - POWER AND AUTHORITY RESEARCH METHODOLOGY: - The researcher will have a doctrinal approach towards the Project. Information for the Project will be collected from Books, Journals and Internet. ACKNOWLEDGMENT This Project couldn’t have been successfully completed without the support and guidance of our Sociology Professor, M. Lakshmipati Raju Sir and we would like to express our immense gratitude to him for his constant support and motivation that has encouraged us to come up with this project. Lastly, we would like to thank our classmates for their whole hearted support at all times during the course of the Project. Thanking You Rahul Kr. Dubey CONTENTS 1. INTRODUCTION……………………………………………………………………..4 2. WHAT IS POWER?.......................................................................................................5 A. THE EMERGENCE OF POWER…………………………………………6 B. THE DIVISION OF POWER……………………………………………..9 3. WHAT IS AUTHORITY…...…………………………………………………………9 A. POLITICAL AUTHORITY……...………………………………………11 4. THE DEMOCRATIC CONCEPTION OF POLITICAL AUTHORITY………...
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...toward new pradigim Towards A New Paradigm for Economics Asad Zaman Director General International Institute of Islamic Economics International Islamic University Islamabad, Pakistan Abstract. Current economic theory is mainly concerned with the factors which affect the wealth of nations. Issues of income distribution and elimination of poverty and deprivation is secondary. The present paper invites discussion on a new paradigm: hunger and homelessness to make the subject of economics really serve the humankind. 1. Focus of Conventional Economics is Wealth and not Poverty Current Economic theory is firmly set in the mold structured by Adam Smith 1904). His concern was to look into factors which affect the wealth (and hence power, prosperity) of nations considered as a whole. Issues of income distribution are secondary, since wealth belongs to the nation regardless of how it is distributed among individuals. Since then, economists have been primarily interested in wealth and power, and not so much in removing poverty, hunger and economic misery. Malthus (1798) provided a convenient sop for consciences, showing that poverty arose as a consequence of natural laws (all proven wrong empirically later) and the only cure was to reduce the birth rate of the poor. Tawney (1926) has looked at the process by which morality got divorced from economics in much greater detail; because of this, questions of fairness, equity, justice no longer form part of current economic discourse...
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...In 1995, I was commissioned by the Pew Partnership for Civic Change to study how collaboration was being used in the United States to build and strengthen community. While there are many forms of collaboration, my research focused on one type in particular—the kind carried out by individuals, groups and organizations in the public sphere. This form of collaboration can be described as a process of shared decision-making in which all the parties with a stake in a problem constructively explore their differences and develop a joint strategy for action. This essay appears in 'On Collaboration' — a collection edited by Marie Bak Mortensen and Judith Nesbitt (London: Tate, 2012). My report on the subject (from which the following essay has been adapted) generated a surprising amount of attention when it appeared. It was widely cited in books and publications and reprinted in several monographs. After concluding the study, I went on to observe and work with collaborative teams across America as well as study community leaders who practice collaboration as part of their community development work. I found that collaboration can be a powerful alternative to conventional mechanisms for effecting change, such as coalitions, task forces, and commissions. Traditional groups and organizations tend to be structured vertically. Decisions are made at the top and people derive their influence and authority from their positions within the hierarchy. This is especially true in professional...
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...treasure trove of ideas and capabilities for innovation. But it’s proving harder than expected to unearth those ideas or exploit those capabilities in global innovation projects. Some of the challenges of global projects are familiar: figuring out the right role for top executives, for example, or finding a good balance between formal and informal project management processes. But although the challenges may be familiar, the solutions are not; what works for an innovation project conducted in a single location doesn’t necessarily work for one dispersed across many sites around the world. That’s partly because many important enablers of innovation happen naturally in colocation. Single location projects draw on large reservoirs of shared tacit knowledge and trust, and when issues arise, senior management is on hand to make decisions and provide direction and support. Team members october 2012 harvard business review 85 10 Rules foR Managing global innovation share the same language, culture, and norms, enabling flexibility and iterative learning as the project unfolds. When a project spans multiple locations, many of those natural benefits—often taken for granted—are lost. Part of the challenge of dispersed innovation thus becomes how to replicate the positive aspects of colocation while harnessing the unique benefits of a global initiative. To explore this challenge, we spent more than a decade doing field research at 47 companies around the world, including Citibank, HP, Hitachi...
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...TABLE OF CONTENT PAGE 1. INTRODUCTION 3 1. Status and Nature of Business 4 2. Slogan of DMG 4 3. Vision and Mission 4 4. Group Behavior 5 5. Job Performance and Satisfaction 6 6. DIN Media Group Work in Groups 6 7. Establish Guidelines For Performance And Satisfaction 7 8. Resolving Problems for Satisfaction 8 9. Working In Groups Online Performance 9 1.10. Guidelines for Online Group Work Performance 9 2. Group Behaviour Model 9 1. Forming 9 2. Storming 11 3. Norming 12 4. Performing 13 3. Evaluation of Four Components 15 4. Findings Work Group: 17 4.1. Work Group Performance and Satisfaction 17 5. Conclusion 18 6. References 19 1.0 INTRODUCTION Din Media Group currently publishing Daily Din from Karachi-Lahore and Rawalpindi/Islamabad is preparing to launch a 24 hour news channel, English Daily The Sun, Urdu Late Morning 'World Press1, Evening Paper 'Maghrib', Fortnightly Tabeer' & Twelve Magazines on different topics from Karachi, Sukhar, Multan, Lahore, Faisalabad, Rawalpindi/Islamabad, Peshawar. The channel will be viewed in Asia, Europe, Canada and United States of America. Fortnightly Tabeer will be distributed at 1 million commercial centers absolutely free. It will also be available to the Urdu readers of UK, Canada and DMG. DIN...
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...Journal of Management http://jom.sagepub.com/ New Venture Teams: A Review of the Literature and Roadmap for Future Research Anthony C. Klotz, Keith M. Hmieleski, Bret H. Bradley and Lowell W. Busenitz Journal of Management published online 26 June 2013 DOI: 10.1177/0149206313493325 The online version of this article can be found at: http://jom.sagepub.com/content/early/2013/06/26/0149206313493325 Published by: http://www.sagepublications.com On behalf of: Southern Management Association Additional services and information for Journal of Management can be found at: Email Alerts: http://jom.sagepub.com/cgi/alerts Subscriptions: http://jom.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav >> OnlineFirst Version of Record - Jun 26, 2013 What is This? Downloaded from jom.sagepub.com at Jonkoping University Library on November 11, 2013 493325 research-article2013 JOMXXX10.1177/0149206313493325Journal of Management / Month XXXXKlotz et al. / New Venture Teams Journal of Management Vol. XX No. X, Month XXXX 1–30 DOI: 10.1177/0149206313493325 © The Author(s) 2013 Reprints and permissions: sagepub.com/journalsPermissions.nav New Venture Teams: A Review of the Literature and Roadmap for Future Research Anthony C. Klotz Oregon State University Keith M. Hmieleski Texas Christian University Bret H. Bradley Lowell W. Busenitz University of Oklahoma As entrepreneurship...
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...and learning styles. 3. List and explain 3 barriers to learning. 1. One barrier to learning is the level of language, literacy and numeracy (LLN) skills, which is an internal factor. This may be for a number of reasons, such as issues learning these skills at school, English not being the learner's first language, learning difficulties such as dyslexia, et cetera. These skills are integral to being able to learn and work, but certain skills might also underpin the type of work in a particular industry (e.g., numeracy skills in accounting). 2. A second barrier is motivation (internal factor). Most adult learners want to learn (for a number of reasons), but some may be forced into training by their employer and might not even think they require training. Other learners have to overcome feeling confronted by training content that contradicts their prior beliefs and values;...
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...Table of contents 1. Introduction 3 2. Research and findings 3 2.1 Government 3 2.2 Political Economic System 5 2.3 Employment laws and regulations 5 2.4 Economy 7 2.5 National Culture and Hierarchy 9 2.5.1 Hofstede’s dimensions 9 3. Analysis 12 3.1 Government 12 3.2 Political Economic System 13 3.3 Employment law and regulations 14 3.4 Economy 14 3.5 National Culture and hierarchy 15 4. Conclusion 17 References 18 1. Introduction The Kingdom of Sweden; IKEA, VOLVO, forests, lakes, snow, democracy, how is it up there? We all know about how well IKEA is doing, and we all know about Zlatan and Abba… but how do we become equally successful? The demands on Human Resource Management is currently increasing as it has been widely discovered and discussed that it directly affects the economic growth. What do we have to think about when we develop our HR department? In this paper we will analyze the institutional context of Sweden and evaluate what impact they have on the decision making of Human Resource management. As students of Economics and Business it is a vital part of our education to go in depth to actually understand and be able to adapt our theoretical skills in a new country. To do this we will consider the government aspect, with political system and political landscape included and its affect in the context of people management practices. Subsequently, the political economic system and its impact will be reviewed, looking at aspects such as welfare...
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...IMPORTANT AICPA INFORMATION ON SARBANES-OXLEY |How the Sarbanes-Oxley Act of 2002 Impacts the Accounting Profession (AICPA) | | | | | | | | | | | | | | | | | | | | ...
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...attitude towards providing the solution. | Xcez said: (Wed, Dec 3, 2014 04:06:18 PM) | | | | Management takes a dual process of both art and science, when PLANNING, he/she need some statistical data to enhance him/her project in to the future, procuring data has to do with science. When COORDINATING his/her work force (employees) , he/she needs that human relation skills, to be able to achieve the planned goals and objectives, and this has to do with art. Conducting a feasibility study or market research need science technique and the ability to implement and sustained this result, the management needs art techniques. | Rate this: +0 -0 | Nagaraju said: (Sat, Nov 22, 2014 10:55:57 PM) | | | | I think management has elements of both art and science. It may not be proper to term it as pure science or pure art. In fact, it is a science as well as an art because science and art are both complementary to each other. As cossa has said, "science requires art, art requires science, each being complementary to each other". It may be concluded that there is no hard and fast line between art and science of management. The former(science) will have to solve problems and establish principles which might be applied with benefit to the latter(art). The present ratio is about 90% art and 10% science. Though a very great deal of developments are presently increasing that proportion which can properly be called science. I am willing to venture a guess that by the end...
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...and cultural studies. The academic boundaries of IPE are flexible, and along with acceptable epistemologies are the subject of robust debate. This debate is essentially framed by the discipline's status as a new and interdisciplinary field of study. Despite such disagreements, most scholars can concur that IPE ultimately is concerned with the ways in which political forces (states, institutions, individual actors, etc.) shape the systems through which economic interactions are expressed, and conversely the effect that economic interactions (including the power of collective markets and individuals acting both within and outside them) have upon political structures and outcomes. IPE scholars are at the center of the debate and research surrounding globalization, both in the popular and academic spheres. Other topics that command substantial attention among IPE scholars are international trade (with particular attention to the politics surrounding trade deals, but also significant work examining the results of trade deals), development, the relationship between democracy and markets, international finance, global markets, multi-state cooperation in solving trans-border economic problems, and the structural balance of power between and among states and institutions. Unlike conventional international relations, power is understood to be both economic and political, which are interrelated in a complex manner. IPE emerged as a heterodox approach to international studies during the...
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...Critical Thinking: What It Is and Why It Counts Peter A. Facione The late George Carlin worked “critical thinking” into one of his comedic monologue rants on the perils of trusting our lives and fortunes to the decision-making of people who were gullible, uninformed, and unreflective. Had he lived to experience the economic collapse of 2008 and 2009, he would have surely added more to his caustic but accurate assessments regarding how failing to anticipate the consequences of one’s decisions often leads to disastrous results not only for the decision maker, but for many other people as well. After years of viewing higher education as more of a private good which benefits only the student, we are again beginning to appreciate higher education as being also a public good which benefits society. Is it not a wiser social policy to invest in the education of the future workforce, rather than to suffer the financial costs and endure the fiscal and social burdens associated with economic weakness, public health problems, crime, and avoidable poverty? Perhaps that realization, along with its obvious advantages for high level strategic decision making, is what lead the Chairman of the Joint Chiefs of Staff to comment on critical thinking in his commencement address to a graduating class of military officers. Teach people to make good decisions and you equip them to improve © 2013, 2011, 2006, 2004, 1998, 1992, Peter A. Facione, Measured Reasons and The California Academic Press...
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...intermediary role of securities analysts Daniel Beunza and Raghu Garud Introduction As Wall Street specialists in valuation, sell-side securities analysts constitute a particularly important class of market actor.1 Analysts produce the reports, recommendations and price targets that professional investors utilize to inform their buy and sell decisions, which means that understanding analysts’ work can provide crucial insights on the determinants of value in the capital markets. Yet our knowledge of analysts is limited by insufficient attention to Knightian uncertainty. Analysts estimate the value of stocks by calculating their net present value or by folding the future back into the present. In so doing, they are faced with the fundamental challenge identified by Frank Knight, that is, with the difficulty of making decisions that entail a future that is unknown. These decisions, as Knight wrote, are characterized by ‘neither entire ignorance nor complete . . . information, but partial knowledge’ of the world (Knight, [1921] 1971: 199). The finance literature has not examined the Knightian challenge faced by analysts. Indeed, existing treatments circumvent the problem by adopting one of two extreme positions. In the first, put forward by orthodox economists, it is assumed that Knightian uncertainty is non-existent and that calculative decision-making is straightforward. Analysts are presented as mere calculators in a probabilistic world of risk (Cowles, 1933; Lin and McNichols, 1998;...
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...this paper are entirely those of the authors. They do not necessarily represent the views of the World Bank and its affiliated organizations, or those of the Executive Directors of the World Bank or the governments they represent. Contents Foreword ......................................................................................................................................................... v Acronyms and Abbreviations ...................................................................................................................................vii Executive Summary...................................................................................................................................................ix 1. Study Objectives and Methodology ...................................................................................................................... 1 1.1 Objectives ............................................................................................................................................................ 1 1.2 Approach and Methodology .................................................................................................................................. 1 2. Part 1. Human Rights and Economics: Tensions, Synergies, and Ways Forward.................................................... 3 2.1 Putting Human Rights in Perspective...
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