...2014 Our mouths are closed:Locker room camaraderie in sports today In his article,”Locker Room Cultivates a Reluctance to Criticize” published in the September issue of the New York Times, author Ben Shpigel discusses the growing trend of deviant behavior amongst professional football players: the alarming increase of anomie among their teammates in the locker room. Shpigel agrees and argues with other columnists and authors, that the reason behind most of this deviant behavior stems from a fast and rapid change in wealth, the stress and burden that it brings with it, when dealing with fortune and fame. The two most recent cases of player misconduct have caused an outbreak of cries from players and fans, when running back Ray Rice of the Baltimore Ravens was caught on an elevator camera knocking his fiance out cold and running back Adrian Peterson of the Minnesota Vikings charged with child abuse for beating his son with a switch. The sports industry has been under extreme scrutiny for years now: with its rules of engagment towards the misconduct of players, but none more than ever with what we are seeing in the news and media today with the N.F.L. Ben Shpigel a sports journalist for the New York Times, has covered the New York Jets since 2011, the Yankees since 2010 and the Mets since 2005. Shpigel was born in Philadelphia on Sept. 23, 1980. Shpigel has since received a bachelors degree for English and Journalism at Emory University and a Masters degree for Journalism at...
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...CHAPTER 1 Foundations of Strategic Marketing Management The primary purpose of marketing is to create long-term and mutually beneficial exchange relationships between an entity and the publics (individuals and organizations) with which it interacts. Though this fundamental purpose of marketing is timeless, the manner in which organizations undertake it continues to evolve. No longer do marketing managers function solely to direct day-to-day operations; they must make strategic decisions as well. This elevation of marketing perspectives to a strategic position in organizations has resulted in expanded responsibilities for marketing managers. Increasingly, they find themselves involved in charting the direction of the organization and contributing to decisions that will create and sustain a competitive advantage and affect long-term organizational performance. The transition of the marketing manager from being only an implementer to being a maker of organization strategy has resulted in (1) the creation of the chief marketing officer (CMO) position in many organizations and (2) the popularity of strategic marketing management as a course of study and practice. Today, almost onehalf of Fortune 1000 companies have a CMO. Although responsibilities vary across companies, a common expectation is that a CMO will assume a leadership role in defining the mission of the business; analysis of environmental, competitive, and business situations; developing business objectives and goals;...
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...mechanized underbelly that's been hidden from the American consumer with the consent of our government's regulatory agencies, USDA and FDA. Our nation's food supply is now controlled by a handful of corporations that often put profit ahead of consumer health, the livelihood of the American farmer, the safety of workers and our own environment. We have bigger-breasted chickens, the perfect pork chop, insecticide-resistant soybean seeds, even tomatoes that won't go bad, but we also have new strains of e coli--the harmful bacteria that causes illness for an estimated 73,000 Americans annually. We are riddled with widespread obesity, particularly among children, and an epidemic level of diabetes among adults Featuring interviews with such experts as Eric Schlosser (Fast Food Nation), Michael Pollan (The Omnivore's Dilemma) along with forward thinking social entrepreneurs like Stonyfield Farms' Gary Hirschberg and Polyface Farms' Joe Salatin,...
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...Teaching Critical Thinking with Electronic Discussion Steven A. Greenlaw and Stephen B. DeLoach Abstract: One of the products of a liberal undergraduate education is the ability to think critically. In practice, critical thinking is a skill that economics students are supposed to master as they complete their studies. However, exactly what critical thinking means is generally not well defined. Building on the literature on critical thinking, the authors examine how electronic discussion can be used effectively to teach this skill. Because of the multiplicity of views expressed, the asynchronous nature of the technology, and the inherent positive spillovers that are created, electronic discussion appears to provide a natural framework for teaching critical thinking. Key words: class discussion, critical thinking, distance learning, electronic discussion JEL code; A2 One of the products of a liberal undergraduate education is the ability to think critically. This should be particularly true for economics students who. after all, are ostensibly taught the discipline's version of critical thinking—the economic way of thinking. It is ironic then, that relatively little has been published on effective strategies for teaching critical thinking in economics.' This is not an original criticism. In his seminal article on research in pedagogy, Fels (1969) identified critical thinking as an area ripe for teaching and exploration by economists, Fels's critique, "rarely is a concerted effort...
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...as drawing on my own personal experience as a refugee from Gabon. The findings of my research demonstrate that minority offenders do receive harsher sentences than the whites, and that there are several factors contributing to higher rates of juvenile delinquency among African Americans; primarily education and community. To consider the struggle of minorities is important because it creates awareness that the maltreatment of a minority group by the dominant majority often ends in violence and destruction. If we can understand what cause the inequality better, then mankind can live more peacefully and prosperously. ACKNOWLEDGEMENTS I am grateful to have a mentor and a RC like Mr. Doug Brown and an advisor Dr. Jackie Burns to help me write my capstone. Mr. Brown served as a facilitator helping to clarify the process and helping to keep me on track with my...
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...DEVELOPING AN INCLUSIVE CURRICULUM: “EVERY TEACHER MATTERS” Keith A. Humphreys Centre for Advancement in Special Education University of Hong Kong The development of inclusive education practices have led to worldwide discussion of how best to deliver a more equal education opportunity for all. In Hong Kong this has led to the development of the concept of an inclusive curriculum for special schools. This paper looks at the implications of writing an inclusive curriculum that has common curriculum content for all pupils that is based on the State curriculum. Over a four year period, nine special schools for pupils of different designated disability collectively pooled their resources to work for one common curriculum goal. In doing so they discovered that the biggest challenge was to the teacher’s hearts and minds. Over 130 teachers were involved in the project. It required a significant paradigm shift in the way the teachers thought both about what they taught and how they taught. It required a common team effort within and across each school. It was apparent that providing equal opportunity to raise standards of education for the all the pupils required the recognition that every teacher had to change their way of thinking, every teacher matters. Introduction Four years ago, nine special schools embarked on a development program to work out an inclusive curriculum. When they met the schools were all designated with different disability responsibilities...
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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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...UNIVERSITI TUNKU ABDUL RAHMAN (UTAR) FACULTY OF BUSINESS AND FINANCE (FBF) Unit Plan 1. Unit Code & Unit Title: Course of Study: UBTM1013/UKTM1013 Principles of Marketing 2. 3. 4. 5. 6. Year of Study: Year and Semester: Credit Hour: Lecturing hours and Tutoring hours Lecturer: Bachelor of Marketing (Hons) Bachelor of Commerce (Hons) Accounting Bachelor of Business Administration (Hons) Bachelor of Business Administration (Hons) Banking and Finance Bachelor of Economics (Hons) Financial Economics Bachelor of Information Systems (Hons) Business Information Systems Bachelor of Information Systems (Hons) Information Systems Engineering Bachelor of Accounting (Hons) Bachelor of Global Economics (Hons) Year One, Year Two 201410 3 credit hours 4.0 hours lecture per week for the duration of 7 weeks 3.0 hours tutorial per week for the duration of 7 weeks 7. Lead Lecturer (Facultyof Business and Finance) Mr. Teo Aik Chuan teoac@utar.edu.my Co-Lecturer (Faculty of Business and Finance) Ms. Lam Siew Yong lamsy@utar.edu.my Co-Lecturer (Faculty of Business and Finance) Mr. Choy Johnn Yee (Faculty Business and Finance) choyjy@utar.edu.my Co-lecturer (Faculty of Accountancy and Management) Ms. Yeong Wai Mun yeongwm@utar.edu.my Co-lecturer (Faculty of Accountancy and Management) Mr. Low Chin Kian lowck@utar.edu.my Ms. Lam Siew Yong (lamsy@utar.edu.my) Mr. Choy Johnn Yee (choyjy@utar.edu.my) Ms. Jenny Marisa Lim Dao Siang (limds@utar.edu.my) Puan Sharmeela Banu Binti Syed Abu Thahir (sharmeelas@utar...
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...| UNIVERSITI TUNKU ABDUL RAHMAN (UTAR)FACULTY OF BUSINESS AND FINANCE (FBF) /FACULTY OF ACCOUNTANCY AND MANAGEMENT (FAM) | Unit Plan 1. | Unit Code &Unit Title: | UBTM1013 / UKTM1013 Principles of Marketing | 2. | Course of Study: | Bachelor of Marketing (Hons)Bachelor of Economics (Hons) Financial EconomicsBachelor of Business Administration (Hons)Bachelor of Business Administration (Hons) Banking and Finance Bachelor of Commerce (Hons) Accounting Bachelor of International Business (Hons)Bachelor of Information Systems (Hons) Business Information SystemsBachelor of Information Systems (Hons) Information Systems EngineeringBachelor of Accountancy (Hons)Bachelor of Economics (Hons) Global Economics | 3. | Year of Study: | Year One | 4. | Year and Semester: | 201210 | 5. | Credit Hour: | 3 credit hours | 6. | Lecturing hours and tutoring hours | 4.0 hours lecture per week for the duration of 7 weeks3.0 hours tutorial per week for the duration of 7 weeks | 7. | Lecturer: | Faculty of Business and Finance / Faculty of Accountancy and Management:Lead LecturerMs Loo Siat Ching, MBA (Strategic Marketing)loosc@utar.edu.myMs Malathi Nairmalathinair@utar.edu.myCo-lecturerMr. Lee Weng Onn, MBA (Marketing), BA (Hons)leewo@utar.edu.myMr Wong Lai Soonlswong@utar.edu.my Ms Sia Bee Chuan siabc@utar.edu.my | 8. | Tutor: | Mr Chong Tsi Gwan, chongtg@utar.edu.myMr Lee Eng Heng, leeeh@utar.edu.myMr Garry Tan Wei Han...
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...difference between short- and long-term memory stores, there are two possible ways in which these stores may differ: in duration, and in capacity. A duration difference means that items in short-term storage decay from this sort of storage as a function of time. A capacity difference means that there is a limit in how many items short-term storage can hold. If there is only a limit in capacity, a number of items smaller than the capacity limit could remain in short-term storage until they are replaced by other items. Both types of limit are controversial. Therefore, in order to assess the usefulness of the short-term storage concept, duration and capacity limits will be assessed in turn. Short-term memory is used to remember a number looked up in a telephone book. Students who cram for a test retain the information in their short-term memory. Important life moments, such as the birth of a child, are stored in a person's long-term memory. Looking through old photos will likely trigger long-term memories. Bottom of Form Short-term and long-term memory, while closely related, have many differences. Long-term memory is used to store information, memories, skill sets and procedural knowledge that can be readily retrieved when needed, both voluntarily and involuntarily. Short-term memory is designed to retain information for a brief period of time, after which it is then either forgotten or stored permanently in long-term memory, based on how actively it is used while in short-term...
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...UNIVERSITI TUNKU ABDUL RAHMAN (UTAR) Faculty of Business and Finance Unit Plan 1 2 Unit Code & Unit Title: Course of Study: UBTI2013 GLOBAL MARKETING Bachelor of Marketing (Hons) Bachelor of Business Administration (Hons) Bachelor of International Business (Hons) Bachelor of Business Administration (Hons) Entrepreneurship Year One Year Two 201401 3 credit hours 2 hours lecture per week for the duration of 14 weeks. 1.5 hours tutorial per week for the duration of 14 weeks 7 Lecturer and Tutor: Lecturer / Tutor Mr. Neerjang Lama (Faculty of Business & Finance) neerjang@utar.edu.my Dr Falahat Nejadmahani Mohammad (Faculty of Accountancy & Management) falahat@utar.edu.my 3 Year of Study: 4 5 6 Year and Trimester: Credit Hour Lecture hours & tutorial hours 8 9 Mode of Delivery: Moderator Lecture & Tutorial Dr Gengeswari a/p Krishnapillai - Assistant Professor gengeswarik@utar.edu.my 10 Objective: The objectives of this unit are: To provide a theoretical framework for analyzing global marketing strategies and orientations. To examine the relationship between global marketing environments and global marketing strategies. To examine the concept of global marketing research and its impact to the global marketing. To import the knowledge of various entry modes into a foreign market place. To highlight various marketing mix strategies applicable to global marketing. 11 Learning Outcome: On completion of this unit, a student shall...
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...Constraint Management at UniCo: Analyzing “The Goal” as Fictional Case Study Abstract As a fictional case study, Eliyahu Goldratt’s novel about manufacturing, “The Goal: A Process of Ongoing Improvement,” presents a constraint-focused approach to production management. As a novel, the book does not emphasize the quantitative details of the plant improvements. However, a great amount of information about the plant is spread throughout the book. By collecting and analyzing this data, a concrete picture may be developed of the plant’s capacity and its improvements, which can greatly help the book’s readers understand and evaluate the cumulative impact from the plant’s “process of ongoing improvement.” Keywords: Production planning, Theory of constraints, Drum buffer rope 1. Introduction: The Goal as Fictional Case Study Eliyahu Goldratt’s manufacturing novel The Goal: A Process of Continuous Improvement has inspired countless professionals in production (and many other fields (Whitford, 2004)) to embark on their own efforts of continuous improvement. As Rand (1986) writes, “It’s a novel, but it’s also a manufacturing text-book, and it’s good on both accounts.” Many reviewers have agreed The Goal is an easy-to read way to get an introduction to production realities (Belis, 1994, The Economist 1995, Dani 2006, Rand 1986). However, no one has taken a detailed look at the numbers presented in the book as a fictional case study. The concept of drum-buffer-rope (DBR) production...
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...The Independent Record Labels of the 1950’s and 1960’s History of Music Production Eric Eller Throughout the 1950’s and 1960’s, a wave of new musical movements by independent record labels and new artists emerged in the United States. This movement is captured in the stories of those label creators and owners, and in the turbulent journey through their successes and failures. The first emergence was fueled by multiple factors: competitive economic circumstances, up-and-coming local musical talent in conjunction with the independent labels and studio owners, and the commercially viable musical interest and curiosity of consumers in these local artists. An article poses another causative factor that makes sense: when rock and roll was a new genre, major labels such as Columbia, Capitol, and RCA were “reluctant to sign these acts; thus, sprung forth the independent label” (Jacobs). Grassroots production and engineering enthusiasts were given an in-road into the music industry and were able to gain their own clients in independent local artists. Independent label owners in connection with this local talent generate publicity and profit. One such example is found with the duo of Polish immigrant brothers named Leonard and Phil Chess, also known as the Blues Brothers. The Chess brothers bought sole ownership of Aristocrat Records in 1950, and change its name to Chess Records. Leonard specialized as the hands-on producer for the label, while Phil focused...
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...Analyzing “The Goal” as Fictional Case Study Abstract As a fictional case study, Eliyahu Goldratt’s novel about manufacturing, “The Goal: A Process of Ongoing Improvement,” presents a constraint-focused approach to production management. As a novel, the book does not emphasize the quantitative details of the plant improvements. However, a great amount of information about the plant is spread throughout the book. By collecting and analyzing this data, a concrete picture may be developed of the plant’s capacity and its improvements, which can greatly help the book’s readers understand and evaluate the cumulative impact from the plant’s “process of ongoing improvement.” Keywords: Production planning, Theory of constraints, Drum buffer rope 1. Introduction: The Goal as Fictional Case Study Eliyahu Goldratt’s manufacturing novel The Goal: A Process of Continuous Improvement has inspired countless professionals in production (and many other fields (Whitford, 2004)) to embark on their own efforts of continuous improvement. As Rand (1986) writes, “It’s a novel, but it’s also a manufacturing text-book, and it’s good on both accounts.” Many reviewers have agreed The Goal is an easy-to read way to get an introduction to production realities (Belis, 1994, The Economist 1995, Dani 2006, Rand 1986). However, no one has taken a detailed look at the numbers presented in the book as a fictional case study. The concept of drum-buffer-rope (DBR) production control has been discussed...
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...Accounting: Professor | | | | | | | Five-Year Summary of Development Activities Supporting AQ or PQ Status | | Name | Highest Earned Degree & Year | Date of First Appointment to the School | Percent of Time Dedicated to the School's Mission | Acad Qual | Prof Qual | Other | Intell. Contrib. | Prof. Exper. | Consult. | Prof. Develop. | Other Prof. Activities | NormalProfessionalResponsibilities | | | | | | | | | | | | | | Som Bhattacharya | Ph D, 1994 | | 100.0 | YES | | | 12 (5) | Service: 0Work: 0 | 0 | 0 | Editor/Review: 6Other:13 | UG, GR, RES, SER and ADM | Intellectual Contributions (12) Hopwood, W., Bhattacharya, S., Premuroso, R. (2011). Tasteless Tea Company: A Comprehensive Revenue Transaction Cycle Case Study. Issues in Accounting Education, 26(1), 163-179. Cao, J., Nicolaou, A., Bhattacharya, S. (2010). A Longitudinal Study of market and Firm Level Factors Influencing ERP Systems’ Adoption and Post-Implementation System Enhancement Options. 7th Annual International Conference on Enterprise Systems, Accounting, and Logistics. Rhodos: ICESAL. Behara, R., Bhattacharya, S. (2008). DNA of a successful BPO. Journal of Service Science, 1(1), 111-118. Premuroso, R., Bhattacharya, S. (2008). Do Early Members of XBRL International Signal Superior Corporate Governance and Future Operating Performance? International Journal of Accounting Information Systems, 9(1), 1-20. Nicolaou, A., Bhattacharya, S. (2008). Post-Implementation Quality and...
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