...WRITING BASICS REVIEW M COM 320 Sentence Structure For questions 1-10, mark A for simple sentences, B for complex sentences, C for compound sentences, and D for compound-complex sentences. ___ 1. After we ran the race, John Compton went to a convenience store to buy drinks. ___ 2. Ann Campbell doesn’t do well in accounting, math, and physics, but she loves the social sciences. ___ 3. John and Robin gave their presentation, and then they waited, hoping for an A. ___ 4. When he arrived at the end of the semester, Robert realized he was missing an assignment. ___ 5. Matt opened with the introduction and procedures, and then Alison delivered the findings. ___ 6. Melanie will introduce the group and Nicole will follow her, although Nicole would be better presenting the conclusion. ___ 7. Even though he already has an A on the first grammar exam, amazingly, Josh showed up to take the second exam. ___ 8. We need to really focus on grammar and style in this class, both at the beginning and at the end of the semester. ___ 9. Although Shawn Powers has never run a marathon, Sean Painter has. ___ 10. Angela Jones, Adrian Call, and Billy Brown are all planning to get a perfect score on the final exam. For questions 11-15, mark A for phrases, B for dependent clauses, and C for independent clauses. ___ 11. Going to the Homecoming Dance ___ 12. Finding themselves up a creek without a paddle ___ 13. I believe Mike’s the best...
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...General motors corporation (GM) filed for chapter 11 bankcruptcy protection, the second-largest industrial bankruptcy in history (worldcom was the largest). GM, which hadn’t made aprofit since 2004, declare in its filing that it had 172 billion in debt and 82 billion in assets. As any competent business student could tell you. The ratio doesn’t make a balance sheet balance, especially when the companys equity is worth little. Fritz Henderson, who named CEO of Gm on march 30,2009, was a numbers guy, but he knew the companys culture had to change. His vision of the new organizational culture revolved around four guidelines: risk taking, accountability, speed, and costumer-product focus. The problem was that GM had tried before to reinvent itself, with mixed success. “GM’s past is littered with the buzzords of culture change. It has struggled to impose cultural change across the highly bureaucratic company in which brands, departments, and regions operated like self governing and competing states within a federation. But GM’s executive said, this time would be different. After all, there was the bankruptcy and the selective elimination of entrenched leadership. Were things really changing, though? Despite his well intentioned plans, Henderson was fired by the board on December 1, 2009 some felt he wasn’t radical enough to change the company. His replacement was the person appointed by the obama administrations car czar to oversee the automakers revival after bankruptcy, ed whitacre...
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...Business Source Donnée: 1 Putting people first for organizational success. By: Pfeffer, Jeffrey; Veiga, John F. Academy of Management Executive. May99, Vol. 13 Issue 2, p37-48. 12p. 2 Black and White Photographs, 1 Chart. Abstract: There's a disturbing disconnect in organizational management. Research, experience, and common sense all increasingly point to a direct relationship between a company's financial success and its commitment to management practices that treat people as assets. Yet trends in management practice are actually moving away from these very principles. Why is common sense so remarkably uncommon when it comes to managing people? Why do organizations habitually overlook readily available opportunities to boost their financial performance? Drawing on extensive empirical research, an irrefutable business case can be made that the culture and capabilities of an organization, derived from the way it manages its people, are the real and enduring sources of competitive advantage. Managers today must begin to take seriously the often heard, yet frequently ignored, adage that "people are our most important asset" [ABSTRACT FROM AUTHOR] DOI: 10.5465/AME.1999.1899547. (AN: 1899547) Base de données: Business Source Complete Putting people first for organizational success[a] Executive Overview There's a disturbing disconnect in organizational management. Research, experience, and common sense all increasingly point to a direct relationship between a company's financial...
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...HISTORY, TENTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2008, 2003, and 1998. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1234567890 QFR/QFR 10987654321 ISBN: 978-0-07-340696-1 MHID: 0-07-340696-1 Vice President & Editor-in-Chief: Michael Ryan Vice President EDP/Central Publishing Services: Kimberly Meriwether David Publisher: Christopher Freitag Sponsoring Editor: Matthew Busbridge Executive Marketing Manager: Pamela S. Cooper Editorial Coordinator: Nikki Weissman Project Manager: Erin Melloy Design Coordinator: Margarite Reynolds Cover Designer: Carole Lawson Cover Image: Albert Bierstadt, American (born in Germany), 1830–1902 Valley of the Yosemite, 1864 (detail) Oil on paperboard 30.16 × 48.89 cm (11 7/8 × 19 1/4 in.) Museum of Fine Arts, BostonGift of Martha C. Karolik for the M. and M. Karolik Collection of American Paintings, 1815–1865 47.1236 Buyer:...
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...War of Independence 1857 and the Role of Urdu and Persian Newspapers Dr. Seemi Naghmana Tahir ∗ & Dr. Munir Ahmed Baloch ∗∗ Abstract Much has been written on the causes and consequences of the War of Independence 1857, as one of the most significant events of the history of Subcontinent. Both historians and fiction writers have drawn conclusions from diverse perspectives of the War. But still many of its facets seem to be enveloped in ambiguity. The role of press during the War is one of those dimensions which still need further exploration and analysis by the researchers and historians of today. This paper seeks to develop a causal relationship between the difference in Hindu-Muslim stance during the War and the role of Urdu and Persian newspapers in shaping the public opinion in general, and of Muslims of India in particular. The paper would also focus on the British attitude and actions against the ‘Native Press’ during and after the War, as one of the indicators of the impact and strength of this press. The reflections of the contents of some important newspapers would also be included to help in analyzing this press as main representative or spokesman of the Muslims of Subcontinent. ∗ ∗∗ Professor of Mass Communication & Dean, Faculty of Education and Humanities, University of Balochistan, Quetta. Professor of History & Director, Area Study Centre for Middle East, University of Balochistan, Quetta. 26 Pakistan Journal of History and Culture, Vol.XXX, No.1, 2009 ...
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...HOW TO Prepare Your Curriculum Vitae Revised Edition Acy L. Jackson and C. Kathleen Geckeis Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-142626-4 The material in this eBook also appears in the print version of this title: 0-07-139044-8 All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please contact George Hoare, Special Sales, at george_hoare@mcgraw-hill.com or (212) 904-4069. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all rights in and to the work. Use of this work is subject to these terms. Except as permitted under the Copyright Act of 1976 and the right to store and retrieve...
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...REGENT UNIVERSITY The Understanding and Practice of ServantLeadership Servant Leadership Research Roundtable – August 2005 Larry C. Spears President & CEO The Greenleaf Center for Servant-Leadership The servant-leader is servant first. It begins with the natural feeling that one wants to serve. Then conscious choice brings one to aspire to lead. The best test is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? —Robert K. Greenleaf The mightiest of rivers are first fed by many small trickles of water, and an apt way of conveying my belief that the growing number of individuals and organizations practicing servant-leadership has increased from a trickle to a river. Servant-leadership is also an expanding river, and one which carries with it a deep current of meaning and passion. The servant-leader concept continues to grow in its influence and impact. In fact, we have witnessed an unparalleled explosion of interest and practice of servant-leadership in the past fifteen years. In many ways, it can truly be said that the times are only now beginning to catch up with Robert Greenleaf’s visionary call to servant-leadership. The idea of servant-leadership, now in its fourth decade as a concept bearing that name, continues to create a quiet revolution in workplaces around the world. This article is intended to provide a broad overview of the growing influence this inspiring...
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...THE SUBPRIME CREDIT CRISIS AND CONTAGION IN FINANCIAL MARKETS Francis A. Longstaff∗ Abstract. We conduct an empirical investigation into the pricing of subprime assetbacked CDOs and the resulting contagion effects on other markets. Using data for the ABX indexes of subprime CDO prices, we find strong evidence of contagion effects. In particular, we find that contagion effects spread first from lower-rated ABX indexes to higher-rated ABX indexes, and then from the subprime markets to the Treasury bond and stock markets. ABX index returns forecast stock and Treasury bond returns as much as three weeks ahead during the crisis. Furthermore, ABX index shocks are significantly related to contractions in the size of the short-term credit markets and increases in the trading activity of financial stocks over the next several weeks. These results provide support for the hypothesis that financial contagion was spread through liquidity and risk-premium channels. Current version: August 2008. UCLA Anderson School and NBER. I am very grateful for helpful discussions with Joshua Anderson, Vineer Bhansali, Bruce Carlin, Richard Clarida, Rajna Gibson, Rob- ert Gingrich, Hanno Lustig, Alfred Murata, Steve Schulist, and Jiang Wang, and for the comments of seminar participants at New York University, Pimco, and UCLA. All errors are my responsibility. ∗ 1. INTRODUCTION During the past year, financial markets have suffered catastrophic losses from the ongoing credit crisis. This crisis was initially...
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...GM History - A Brief History The founding of General Motors on September 16, 1908, drew little attention. Motorcar firms were appearing virtually everywhere. Success for the young automotive concern was not predestined. There was no guarantee of a place in the market or assurance of any profit. Of the nearly 1,000 companies that tried to build and sell motor vehicles prior to 1927, less than 200 continued in business long enough to even offer a commercially suitable vehicle. Most of the companies that comprised the young General Motors Company were weak, and their operations were uncoordinated. Many were in debt. It was not until the 1920s, when a new concept of management was forged and a new concept of product emerged, that GM really began to prosper. General Motors sales for its first full fiscal year ending September 31, 1909, totaled 25,000 cars and trucks, 19 percent of total U.S. sales. Net sales totaled $29,030,000 and its payroll at the peak of the manufacturing season numbered more than 14,000 mostly in Michigan. In 1995, GM sold 8.3 million cars and trucks worldwide with net income of $6.9 billion and worldwide employment averaging 714,000 workers. General Motors has 284 operations in 35 states and 158 cities in the United States. In addition GM of Canada operates 21 locations, GM de Mexico operates 5 locations, and GM has assembly, manufacturing, distribution or warehousing operations in 49 other countries, including...
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...The Jobs family Steve Jobs was born on February 24, 1955, in the city of San Francisco. His Biological mother was an unwed graduate student named Joanne Simpson, and his biological father was either a political science or mathematics professor, a native Syrian named Abdulfattah John Jandali. In 1950s, the baby was put up for adoption. Joanne had a college education, and she insisted that the future parents of her boy be just as well educated. Unfortunately, the candidates, Paul and Clara Jobs, did not meet her expectations: they were a lower-middle class couple that had settled in the Bay Area after the war. Paul was a machinist from the Midwest who had not even graduated from high school. In the end, Joanne agreed to have her baby adopted by them. Paul and Clara called their new son Steven Paul. While Steve was still a toddler, the couple moved to the Santa Clara County, later to be known as Silicon Valley. They adopted another baby, a girl called Patti, three years later in 1958. Childhood Steve was quite a turbulent child. He really didn’t care about school for some time — until he reached the 4th grade, and had Imogene “Teddy” Hill as a teacher. She did bribe him, with candy and $5 bills from her own money. He quickly became hooked — so much so that he skipped the 5th grade and went straight to middle school, namely Crittenden Middle School. It was in a poor area. Most kids did not work much there, they were rather fond of bullying other kids, such as the young Steve....
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...Licensed to: iChapters User Licensed to: iChapters User Organizational Behavior: Managing People and Organizations, Tenth Edition Ricky W. Griffin and Gregory Moorhead Vice President of Editorial, Business: Jack W. Calhoun Executive Editor: Scott Person Senior Developmental Editor: Julia Chase Editorial Assistant: Ruth Belanger Marketing Manager: Jonathan Monahan Senior Content Project Manager: Holly Henjum Media Editor: Rob Ellington Buyer: Arethea L. Thomas Marketing Communications Manager: Jim Overly Production Service: S4Carlisle Publishing Services Sr. Art Director: Tippy McIntosh Cover and Internal Design: Joe Devine, Red Hanger Design LLC Cover Image: © Eric Isselée, Shutterstock Rights Acquisitions Specialist/Images: John Hill © 2012, 2010 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission to use material from this text or product, submit all requests online...
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...1:46 PM Page ii Kim S. Cameron Robert E. Quinn Cameron.ffirs 10/11/05 1:46 PM Page iii Diagnosing and Changing Organizational Culture Based on the Competing Values Framework REVISED EDITION The Jossey-Bass Business & Management Series Cameron.ffirs 10/11/05 1:46 PM Page iv Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved. Published by Jossey-Bass A Wiley Imprint 989 Market Street, San Francisco, CA 94103-1741 www.josseybass.com No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax 201-748-6008, or online at www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness...
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...Financial Disclosure Management by Nonprofit Organizations1 Ranjani Krishnan, Michelle H. Yetman, Robert J. Yetman* Eli Broad College of Business, Michigan State University, East Lansing, MI 48824. Tippie College of Business, The University of Iowa, Iowa City, IA 52240 ______________________________________________________________________________ Abstract This paper examines how nonprofit organizations respond to incentives to manage their publicly available financial information. Prior research identifies two operating ratios donors commonly use to evaluate the efficiency and effectiveness of nonprofits (i.e., the program service ratio, defined as the fraction of total expenses committed to advancing the charitable mission of the organization, and the fundraising ratio, defined as the ratio of fundraising expenses to donations revenue). Nonprofit managers have an incentive to over-report the expenses classified as program services and under-report the expenses classified as administrative and fundraising in order to improve these ratios. We examine whether nonprofits respond to these incentives, and we find evidence consistent with opportunistic cost shifting to improve the program service and fundraising ratios. Additional analysis finds that smaller nonprofits that are more reliant on donations revenue manipulate their operating ratios to a greater extent. JEL classification: M4; L3 Key words: Nonprofit organizations, earnings management, disclosure, hospitals. __...
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...Lar03342_ch01_002-021.indd Page 2 C H A P T E R 1/27/10 2:04:01 PM f-500 /Users/f-500/Desktop/28-12-09/MHBR120:ARENS:PRINTER CRX O N E Modern Project Management Estimate 5 Schedule resources & costs 8 Project networks 6 l iona rnat Inte ojects pr 15 Reducing duration 9 Define project 4 ht Oversig Introduction 1 Strategy 2 Managing risk 7 Organization 3 Leadership 10 Teams 11 Monitoring progress 13 Project closure 14 Outsourcing 12 Modern Project Management What Is a Project? The Importance of Project Management Project Management Today—An Integrative Approach Summary Text Overview 2 16 17 Agile PM 18 Career p aths Lar03342_ch01_002-021.indd Page 3 1/27/10 2:04:02 PM f-500 /Users/f-500/Desktop/28-12-09/MHBR120:ARENS:PRINTER CRX All of mankind’s greatest accomplishments—from building the great pyramids to discovering a cure for polio to putting a man on the moon—began as a project. This is a good time to be reading a book about project management. Business leaders and experts have proclaimed that project management is a strategic imperative. Project management provides people with a powerful set of tools that improves their ability to plan, implement, and manage activities to accomplish specific organizational objectives. But project management is more than just a set of tools; it is a results-oriented management style that places a premium...
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...Media History Contents 1 Introduction 1.1 Mass media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.1 1.1.2 1.1.3 1.1.4 1.1.5 1.1.6 1.1.7 1.1.8 1.1.9 Issues with definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Forms of mass media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Purposes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Professions involving mass media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Influence and sociology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ethical issues and criticism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . See also . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1 1 2 6 6 7 8 10 10 10 10 11 11 12 12 12 12 16 16 17 17 17 17 17 17 18 19 20 21 21 21 1.1.10 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.11 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.12 Further reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.13 External links . . . . . . . . ....
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