...I. OVERVIEW OF FERRIS STATE ATHLETICS a. Internal Environment Ferris State Athletics currently has fifteen different sports teams with seven being male teams and eight female varsity sports teams. The male sports are ice hockey, football, basketball, cross-country, track and field, tennis, and golf. The women’s sports are basketball, cross-country, golf, soccer, softball, tennis, track and field, and volleyball. All the teams except the hockey team are Division II teams playing in the Great Lakes Intercollegiate Athletic Conference (GLIAC). The hockey team currently plays in the Western Collegiate Hockey Association (WCHA) of NCAA Division I. There is a home venue for all Ferris’ sports teams in Big Rapids for example Top Taggart Field, Jim Wink Arena, Ewigleben Ice/Sports Arena, FSU Soccer Field, Katke Golf Course, FSU Racquet Center, and FSU Softball Field. The Ferris State Athletics logo is a bulldog with the school colors Crimson ("Ferris Red") and Gold ("Ferris Gold"). The Athletic Department is led by Athletic Director, Perk Weisenburger a Michigan native and previous Associate Athletics Director for External Operations at University of Nevada. Weisenburger is assisted in his duties by Associate Athletic Director, John Coles. Coles hired in 2008, is also a Michigan native and was previously employed by Big Rapids High School as the Activities and Athletics Director/Assistant Principal. (Staff) The athletic department is located in Ewigleben Sports Complex...
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...Richard Attias Become a fan Email The Development Factor: The Challenge of Sport in the 21st Century Posted: 10/21/2014 8:39 am EDT Updated: 10/29/2014 9:59 Sport occupies a peculiar place in world dynamics in that it surpasses the limitations of geographical boundaries and social classes. Still, a gap remains between developed and developing nations when it comes to sport. In the industrialized world, sport as an economic sector represents approximately 2% of GDP. For developing economies, though, the challenge remains making sport a factor of economic development, and a driver for social change, so it benefits all citizens in the long term. UNESCO's 1978 International Charter of Physical Education and Sport classified sport as "a fundamental right for all." But the low place sport occupies in the developing world's priorities shows that its importance as an educational and social tool is not yet universal. Everyone agrees that sport contributes to economic development by creating jobs and stimulating business activity. The organization of a major sporting event, for example, is a great opportunity for the local economy. The thousands of people who attend will spend money on food, lodging, transportation and other, related tourist activities. However, in recent years, we see these economic benefits are obvious only the short term. If we take the example of South Africa in 2010, the positive impact of the World Cup was, in terms of job creation and reduced crime...
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...America, etc… there is always someone playing the game. Even in the likes of Mexico, they are mostly known for militant based political revolution than anything else, but basketball courts do exist. The courts might be used for other things like farming during the day, but you will always see some kid playing and working on his game. Just like what I do when I am in my hometown hooping outside of my house, no court just the concrete and the hoop I have next to my garage. The growth of basketball throughout Latin America region is unexpected, only because they compete for national attention in their number one sport soccer. Basketball has to compete in Central American countries like El Salvador, Guatemala, Nicaragua, Cuba, and Brazil. Volleyball is also a sport that is highly accepted, but mostly in Brazil and Argentina. However, the basketball being played in soccer dominating countries is often influenced by soccer, but depends on the development of the country. “I know in Argentina [basketball] is very popular. Of course, not even close to soccer, and it never will be, but as far as a second sport in my country it...
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...Examination Paper Semester I: Organizational Behaviour IIBM Institute of Business Management IIBM Institute of Business Management Semester-1 Examination Paper MM.100 Organizational Behaviour Section A: Objective Type (30 marks) This section consists of Multiple Choice & Short Notes type Questions. Answer all the questions. Part One carries 1 mark each & Part two carries 5 marks each. Part one: Multiple choices: 1. It is the degree to which a person identifies with a particular organization and its goals, & wishes to maintain membership in the organization a. Job involvement b. Terminal value c. Attitude d. Value a. Job involvement 2. _________ means moving information from the hidden area to the open area a. blind area b. unknown area c. public area d. self disclosure d. self disclosure 3. An approach in which the goals of one party are in direct conflict with the goals of the other party a. Negotiation b. Distributive bargaining c. Stress d. None Ans. Negotiations 4. The measure of a person’s ability to operate within business organizations through social communication & interactions a. Transactional analysis b. Interpersonal skill c. Life position d. Johari window Ans. b. interpersonal skill 5. Where the source of power is in person’s control over rewarding outcomes, that power is called a. Coercive power b. Referent power c. Legitimate power d. Reward power Ans. d. Reward power Examination...
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...and short notes type questions Answer all the questions. Part one carries 1 mark each and part two carries 5 marks each. Part A:- Multiple Choices:- 1. Which of the following is not comes under Maslow‟s needs theory? 1. Social needs 2. Affiliation needs 3. Physiological needs 4. Specification needs Answer- 4. Specification needs 2. Collegial model is an extension of: a. Supportive model b. Autocratic model c. Custodial model d. None of the above Answer- a. Supportive model 3. Sigmund Freud‟s theory on personality is: a. Related with moral values b. Related with sexual values c. Related with social values d. Related with parental values Answer- b. Related with moral values 4. A person who moves fast, talk rapidly, usually impatient, measures success by quantity is a person of: a. Class A personality type b. Class B personality type c. Class C personality type d. Class AB personality type Answer- a. Class A personality type 5. According to Maslow‟s need hierarchy theory esteem need comes at__________ position from bottom: a. 2nd b. 3rd c. 4th d. 5th 1 IIBM Institute of Business Management Examination Paper of Organizational Behaviour 6. Informal communication is also called: ...
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...…………………………………………..……………...6 Chapter 2…………………………………………………………………...….7 Internal & External Environment Analysis…………..……………………………….8 SWOT Analysis………………………………………………………….…….….9 Challenges faced by Nike………………………………………………………….11 Strategic Implemented for Rectification………………………………………….….13 Chapter 3…………………………………………………………………..….16 Leadership Hierarchy……………………………………………………..…...….17 Chapter 4…………………………………………………………….…….….21 Nike Core Competencies…………………………………………………..………22 Value Chain Analysis……………………………………………….…………….24 Chapter 5………………………………………………………………….…..26 Cooperate Governance……………………………………………………………27 BIBLIOGRAPHY……………………………..………………………….….30 C C hapter hapter 1 1 Introduction “Everything you need is already inside. Just do it” * Bill Bowerman (Fabrega, n.d.) “NIKE”, one of the most synonymous names with the sporting world, was initially established as Blue Ribbon Shoes in 1964. The brand was started by Bill Bowerman and Phil Knight at the University of Oregon; where the former was the latter’s track and field coach. (10 things you did not know about Nike, 2011) During Phil Knight’s time at Stanford University, he wrote a paper on ending German dominance...
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...Microsoft: Competing on Talent (A) Christopoher A Bartlett Summary of Case In summer 1999, a front page article on Wall Street Journal reported that: “Tired of grueling deadlines, frustrated by the bureaucracy that has accompanied Microsoft’s explosive growth, or lured away by the boom in high tech start ups, dozens of the company’s most capable leaders, all around 40, have opted out – at least temporarily….” Foundations of Microsoft’s human resources philosophies, policies and practices Recruitment: attracting the best and the brightest Bill Gates had long recognized that it took exceptional people to write outstanding software. In the initial stages, they recruited “smart friends” extremely intelligent but not necessarily experienced, new college graduates. In 1992, Gates acknowledged that “Take our 20 best people away, and I will tell you that Microsoft will become an unimportant company”. He considered helping his managers hire the best of all possible candidates as his greatest accomplishment. For Gates, acquired knowledge was less important than “smarts” – the ability to think creatively, and experience was less important than ambition – the drive to get things done. And, to raise the bar continually. One of the prime responsibility of Steve Ballmer, since he was hired in 1980 as assistant to the President was recruiting coordinator. Steve’s mantra was: ...
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...SubjectCode-B105 Organizational Behaviour Part A:- Multiple Choice 1. Which of the following is not comes under Maslow‟s needs theory? Answer : D. Specification needs 2. Collegial model is an extension of: Answer: None of these 3. Sigmund Freud‟s theory on personality is: Answer: Moral values 4. A person who moves fast, talk rapidly, usually impatient, measures success by quantity is a person of: Answer: Class A Personality type 5. According to Maslow‟s need hierarchy theory esteem need comes at________ position from bottom: Answer: At 4th position 6. Informal communication is also called: Answer Grapevine 7. Needs related to hunger, thirst, sleep etc. are considered as: Answer: Physiological needs 8. Horizontal expansion of a job that involves the addition of tasks at same level of skills: Answer: Job Enlargement 9. Path goal theory of leadership is developed by: Answer: Robert house 10. Potential or ability to influence others in a delivered direction is called: Answer: Leadership Part 2 1. Define Bureaucracy. A bureaucracy is a system of organization noted for its size and complexity. Everything within a bureaucracy — responsibilities, jobs, and assignments — exists to achieve some goal. Bureaucracies are found at the federal, state, county, and municipal levels of government, and even large private corporations may be bureaucratically organized. People who work for government agencies, from...
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...that some of the departures were voluntary and some were not, opening opportunities for fresher, smarter replacements. “We have a bench that is very deep,” he said. “We have people who are fired up—driven—to lead the next generation.”ii Yet despite the positive outlook, Ballmer clearly recognized that Microsoft had to change or adapt some of the human resource practices that had allowed it to assemble and retain what CEO Bill Gates proudly called “the best team of software professionals the world has ever seen.” Just six weeks before the WSJ article was published, Ballmer had announced a package of changes that sweetened salaries, allowed more frequent promotions, and softened some of the pressures that had long been part of the ”hard-core” Microsoft culture. Still, there were some who wondered if the rumblings in the senior management ranks reported by the WSJ were not the signs of larger looming problems for Microsoft. It was a question taken very seriously by Gates and Ballmer who understood very well that the company’s enormous success was largely due to its ability to recruit, motivate, and retain extraordinary talent. In the first part of this case, we will explore the foundations of...
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...The CrossFit Level 1 Training Guide is a collection of CrossFit Journal articles written since 2002 primarily by CrossFit CEO and founder Coach Greg Glassman (“Coach Glassman”) on the foundational movements and methodology of CrossFit. The Level 1 Certificate Course is CrossFit’s cornerstone seminar, which has allowed thousands to begin their careers as CrossFit Trainers. This Guide is designed to be used in conjunction with the Level 1 Course to develop the participant’s knowledge and trainer skills, as well as prepare him or her for the Level 1 test. This is an essential but not an exhaustive resource. Some of the knowledge required to pass the test comes from these articles; the other material comes directly from the two-day course. Some edits to the original articles have been made for the Training Guide to flow as a stand-alone reference, provide context for readers, as well stay current with the course format. All original works are preserved in the CrossFit Journal and hotlinks (noted by their blue color) are provided throughout. Copyright © CrossFit, Inc. All Rights Reserved. CrossFit is a registered trademark ‰ of CrossFit, Inc. V2.2-20150514R4.KW V2.3_ 20150525.KW Table of Contents Methodology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Medicine-Ball Cleans. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87 Understanding CrossFit. . . . . . . . . . . . . . . . ....
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...Learning Point Paper Team G MGMT 386-001 (MW 11:30 – 12:45) Professor Denise Tanguay - Kaitlin Johnson - - Hung Nguyen - - Camille Taylor - - Chris Favot - - Nick Balgaard - Introduction Too often, students are not motivated to learn course material. Much of this is because they find it difficult to relate what they learn in the classroom to what goes on in the workplace. When students find it difficult to relate coursework with their futures, they do not value what they are being taught and spend their time elsewhere. Simply getting a good grade is rarely enough. Students want to know that what they are learning is important and applicable to the job they seek. This assignment showed us how our course concepts can be applied in real life and how important they are. By asking managers about real-life situations, we discovered that the things we are learning in Management 386 are not random, useless facts, but important elements of the workplace. This assignment also forced us to go beyond memorizing definitions; it forced us to really understand what we were learning about, and to solidify concepts in our minds. Simple memorization does not stick in one’s mind very long, but a thorough understanding can last a lifetime. Furthermore, this assignment (which was larger and more complex than the others) really tested our ability to coordinate and work together. It was a project that we could not have completed individually...
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...TEACHER HISTORICAL INFORMATION I’ve had 3 years teaching experience in the public school setting all of which have taken place at the middle school level, more specifically grades sixth and seventh. I began my teaching career as a physical education and health teacher, but I took and passed the Praxis II for Middle School Level Core Content Knowledge; this along with passing an Arkansas History collegiate course allowed me to add fourth through eighth grade mathematics, science, literature, and social studies to my teaching license. About three weeks into my first year teaching I was asked if I would be willing to teach science in addition to physical education to which I agreed. Since then I’ve either taught exclusively seventh and eighth grade science or a combination of physical education and science classes at said level. I also was the head coach for eighth grade girls sports and assistant for seventh grade girls sports which include: volleyball, basketball, and track and field. For this project I chose to concentrate on the interactions taking place in the science classroom setting as I feel it provides a more appropriate backdrop for this project. I feel like one of the more important qualities in both my personal and professional life is my ability to easily learn and process new information. This quality helped me immensely when I began teaching science because I had very little experience teaching in the classroom setting (just a semester of student teaching health)...
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........ 6 a. too much too early?.............................. 8 b. competition’s role understood ............... 11 c. competition, participation, and fun......... 12 d. not enough?........................................ 14 IV. WHAT CAN WE CONCLUDE?.................... 15 V. THE MICROWORLD OF PARTICIPATION...... 17 VI. APPENDIX A......................................... 19 a. Shields and Bredemeier...................... 19 a.1. moral maturity: what are psychologists looking for?............ 22 a.2. game thinking............................. 24 a.3. moral confusion........................... 25 b. Stoll, Lumpkin, Beller, and Hahm.............. 27 It has been recognized for centuries that sport can contribute to education values that make for the development of character and right social relations . . . . [Within this contribution] there are many intertwined and interwoven threads of influences, subtle and not always easy to analyze. But sportsmen who year by year have contact with the playing of amateur games do not need to be convinced by argument of the validity of . . . [sport’s contribution]. Kennedy, 19311 Sport studies scholars . . . [present sports as a] major source of . . . [social] problems . . . . [But most] athletes, coaches, parents, youth sports...
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...saying that some of the departures were voluntary and some were not, opening opportunities for fresher, smarter replacements. “We have a bench that is very deep,” he said. “We have people who are fired ii Yet despite the positive outlook, Ballmer clearly up—driven—to lead the next generation.” recognized that Microsoft had to change or adapt some of the human resource practices that had allowed it to assemble and retain what CEO Bill Gates proudly called “the best team of software professionals the world has ever seen.” Just six weeks before the WSJ article was published, Ballmer had announced a package of changes that sweetened salaries, allowed more frequent promotions, and softened some of the pressures that had long been part of the ”hard-core” Microsoft culture. Still, there were some who wondered if the rumblings in the senior management ranks reported by the WSJ were not the signs of larger looming problems for Microsoft. It was a question taken very seriously by Gates and Ballmer who understood very well that the company’s enormous success was largely due to its ability to recruit, motivate, and retain extraordinary talent. In the first part of this...
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...CONNECT FEATURES Interactive Applications Interactive Applications offer a variety of automatically graded exercises that require students to apply key concepts. Whether the assignment includes a click and drag, video case, or decision generator, these applications provide instant feedback and progress tracking for students and detailed results for the instructor. Case Exercises The Connect platform also includes author-developed case exercises for all 12 cases in this edition that require students to work through answers to assignment questions for each case. These exercises have multiple components and can include: calculating assorted financial ratios to assess a company’s financial performance and balance sheet strength, identifying a company’s strategy, doing five-forces and driving-forces analysis, doing a SWOT analysis, and recommending actions to improve company performance. The content of these case exercises is tailored to match the circumstances presented in each case, calling upon students to do whatever strategic thinking and strategic analysis is called for to arrive at a pragmatic, analysis-based action recommendation for improving company performance. eBook Connect Plus includes a media-rich eBook that allows you to share your notes with your students. Your students can insert and review their own notes, highlight the text, search for specific information, and interact with media resources. Using an eBook with Connect Plus gives your...
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