...Professional Identity and Stewardship: Peer Review A professional identity is a method of qualities, and values one has about self in relationship to the professional role, that is fundamental for professional culture assimilation (Slay & Smith, 2011). In this paper, there will be a summary of an interview conducted with a peer named Ms. S, which provide an understanding from her responses to the four questions related to her particular opinions concerning, professional identity and stewardship. Also, it will give a detail about her role, as a registered nurse (RN), how she defines leadership and professional, and as well as how that converts into and influences her nursing career and practice. Her Role It was a pleasure to interview Ms. S....
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...businesses globally. It decays the economy of the country and slowly creeps into different industry until they are no longer outlive in the business world. In fact, the Report to the Nations on Occupational Fraud and Abuse in Asia-Pacific Region led by Wells (2010) found out that the Asia Pacific median has a loss that was significantly higher than the global median loss of $160,000 because of accounting malpractices. This report also added that 338 fraud cases that has been found on that Asia-pacific region wherein China has the most number of fraud cases and followed by India, Australia, Indonesia and United Arab Emirates. This claim has been confirmed further by Yancey (1996), which she states in her study that during 1987-1993 AICPA Professional Liability...
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...relations? Public Relations- is the management function that identifies, established and maintains mutually beneficial relationships between an organization and the various publics on whom its success or failure depends. * Communication can be external and internal. Keywords: Deliberate Planned Performance Public Interest Two-way Management function Challenges * PR is multifaceted Global * An estimated 3 million people practice public relations world wide Definitions * A number of definitions; often defined as publicity in a newspaper, television interview, or red carpet events Learning the ROPES Research-identifying and learning the client, what their problem is, and what there is. Objectives- Setting objectives to solve your problem. Programming- Planning out how you’re going to do the project. Evaluation- how you adjust and making sure you are addressing the objectives. Stewardship- Making sure it all flows together. Areas of public relations: Counseling Research Media relations Publicity Employee/member relations Community relations Public affairs Government affairs Issues management Financial relations Industry relations Development Multicultural relations Special events Marketing communications Comparing Public relations to: Journalism * Objective observer vs. advocate * Mass audience vs. defined publics * One channel vs. many channels Advertising * External audiences vs....
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...RESEARCH 2015 R E S E A R C H , 2 015 The Doctoral Programs at Harvard Business School educate scholars who make a difference in the world through rigorous academic research that influences practice. More than 140 strong, HBS doctoral students represent diverse backgrounds, degrees, undergraduate schools, and disciplines includ— ing economics, engineering, mathematics, physics, psychology, and sociology. They examine the most critical issues in business management through rigorous research, creating and disseminating new knowledge as the next generation of thought leaders. By the time they graduate, students will have authored and co-authored publications with faculty members, who often become important mentors, colleagues, and collaborators. ACCOUNTING AND MANAGEMENT Chattopadhyay, Akash , Matthew R. Lyle, and Charles C.Y. Wang. “Accounting Data, Market Values and the Cross-Section of Expected Returns Worldwide.” Working Paper, April 2015. (Revise and resubmit to Journal of Accounting and Economics.) Gow, Ian D., Sa-Pyung Sean Shin, and Suraj Srinivasan. “Activist Directors: Determinants and Consequences.” HBS Working Paper 14-120, June 2014. Gow, Ian D., Sa-Pyung Sean Shin, and Suraj Srinivasan. “Consequences to Directors of Shareholder Activism.” HBS Working Paper 14-071, February 2014. Ioannou, Ioannis, Shelley Xin Li, and George Serafeim. “The Effect of Target Difficulty and Incentives on Target Completion: The Case of Reducing Carbon Emissions.”...
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...quoted companies in Nigeria. Five hypotheses guided the study. The sample for the study which was twenty companies from five sectors quoted in the Nigerian Stock Exchange. They were systematically and purposively selected from the number of quoted companies in the exchange. A five point scale questionnaire was used with items on ethical issues on organizational financial reporting and performance. Data was analyzed using descriptive statistical tools and Spearman Rank Order Correlation Coefficient. Findings suggest that the compliance by the accountant positively and significantly affect the quality of financial reports and performance of organizations. The conclusion drawn from the findings is that the compliance by the accountant on professional ethics of integrity, objectivity, honesty, compliance and accountability will improve the quality of financial reports and the performance of organizations. Based on the findings, some recommendations were made, among which are that organizations should establish a position for ethics officers in Nigerian organizations; creation of non-threatening environment for the discussion of ethical problems and co-operation...
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...McCombs School of Business Fall 2010 The University of Texas at Austin 05105 Marketing 382 Strategic Brand Management MW 8:00 – 9:15 CBA 3.130 http://courses.utexas.edu Office Hours: Professor Leigh McAlister M/W 9:30-11 and by appointment CBA 7.228 leigh.mcalister@mccombs.utexas.edu TA: Jeremy Battier By appointment jeremy.battier@mba11.mccombs.utexas.edu Required Readings Course Reading Packet (CP): Required Available in GSB Copy Center Everyone must purchase his/her own copy of the packet. Do not share copies of the packet as this is a violation of copyright. Additional readings posted on course web site (BB) (http://courses.utexas.edu) Course Objectives Some of a firm’s most valuable assets are the brands that it has invested in and developed over time. Although manufacturing processes can often be duplicated, strongly held beliefs and attitudes established in consumers’ minds cannot. This course provides students with insights into the creation of profitable brand strategies. It addresses three important questions: (1) How do you build brand equity?; (2) How can brand equity be measured?; and (3) How do you capitalize on brand equity to expand your business? Its basic objectives are to provide an understanding of: (1) Important issues in planning and evaluating brand strategies; and (2) Appropriate concepts and techniques to improve the long-term profitability of brand strategies. The course...
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...Strategic Human Resource Management TABLE OF CONTENTS 1. Executive Summary 2. Introduction 3. Literature Review 4. Critical Analysis 5. Finding and Recommendation 6. Conclusion 7. Bibliography 8. Appendixes Executive Summary This report provides an analysis and evaluation of the current and prospective Human resource practices of Make My Trip Pvt. Ltd. In the case of this paper, the data has been collected through Qualitative analysis, which involved interviews with Head HR, Rohit Hasteer; Deputy Manager, Ravi Mishra, and Senior Travel Coordinator, Siddarth Shankar Deb. The paper also employs unobtrusive methods which include Content analysis of company website and life histories. In order to effectively analyse the Human resource strategies an obtrusive and unobtrusive research method has been adopted. Results of data analyzed show that the Human resource practice adopted is effective however they do have minor floss. In particular, Orientation program, Performance appraisal, Benefit plan and Job Evaluation method is poor in the areas HR management. The report finds the prospects of the company in its current position are positive but the few areas of weakness require upgradation of practice and remedial action by management. Recommendation discussion includes introduction of new practices and new changes like: • After Recruitment and selection...
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...and make decisions. Contents 5 6 Our Code at a Glance Stewardship To navigate, use the links provided in these sections: Contents (page 2); Our Code at a Glance (page 5); and the Index of Key Terms (page 42); as well as the Accenture policies listed throughout the document and the links at the bottom of each page. To zoom in and out, use the magnifier and back buttons. 10 Best People 14 Client Value Creation 18 One Global Network 24 Respect for the Individual 28 Integrity 36 A Model for Making Ethical Decisions 40 Our Responsibilities 41 Where to Go for Help 42 Index of Key Terms This file is in A4 format. The print feature on the navigation bar sets to your print settings. For further information, access our Policies Website. 2 | Accenture Code of Business Ethics Print Questions ? To All Accenture People: For more than 50 years, our success has been based on a core set of beliefs, behaviors and values that have transcended both generations and geographies. From our earliest days as technology pioneers to our position today as a Fortune Global 500 industry leader—collaborating with our clients to help them become high-performance businesses and governments—Accenture’s men and women have always been committed to upholding the highest professional and ethical standards. Accenture has six core values that are enduring and differentiating, and they continue to serve us well as an organization: Stewardship, Best People, Client Value Creation, One Global Network,...
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...2011/2012 GRI Report A companion to the 2011/2012 Sustainability Report This report was released on October 7, 2012 | v1 . 8 About This Report The Global Reporting Initiative (GRI) is “a network-based organization that produces a comprehensive sustainability reporting framework that is widely used around the world.” This year, in 2012, The Coca-Cola Company has set out to report against the Key Performance Indicators (KPIs) that measure economic, environmental and social performance. We have done so within the scope of our Company’s wholly owned operations. Where we have reported information on behalf of the Coca-Cola system (The Coca-Cola Company and our bottling partners), we have flagged this information within the body of the text. For 2012, and the 2011/2012 Sustainability Report specifically, our Company has self-declared a grade B against the GRI G3.1 Guidelines. This year’s Sustainability Report has also received verification by a third-party external verification agency, FIRA Sustainability BV. Their verification is evidenced by a “+” sign next to our grade B, which reflects their verification and approval of our tracking systems. Throughout this report, you will find the KPIs that we have addressed, along with additional information regarding our most critical initiatives and programs. While we strive to continuously increase our transparency, some of the information requested in response to additional KPIs could put at risk our ability to compete and therefore...
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...Health and safety - Complaints Handling Outsourcing: using outside vendors to handle specified functions on permanent basis Employee counselling, recruitment, payroll, training, benefits administration 2) Strategic Category - Strategic partner ○ Help achieve strategic objectives Strategy: company's plan on how it will balance internal strengths and weaknesses with external opportunities and threats to maintain competitive advantage • HR Challenge: building leadership pipeline (manage talent shortage) Role in Formulating Strategy - HR professionals + line managers do environmental scanning: identify and analyze external opportunities/threats that can be crucial to company success ○ Can also add value to strategy forming process by supplying information regarding internal strengths/weaknesses Role in Executing Strategy - Strategy execution most important ○ Develop restructuring ○ Retraining programs ○ Redesign jobs - HR professionals are change agents who lead organization through...
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...THE IMPACT OF ORGANIZATIONAL POLITICS ON THE WORK OF THE INTERNAL HUMAN RESOURCE PROFESSIONAL by Julie A. Paleen Aronow A Research Paper Submitted in Partial Fulfillment of the Requirements for Master of Science Degree in Training and Development Approved: 4 Semester Credits Dr. Kat Lui The Graduate College University of Wisconsin – Stout May, 2004 ii The Graduate School University of Wisconsin – Stout Menomonie, WI 54751 ABSTRACT Aronow Julie Ann Paleen ________________________________________________________________________ (Last Name) (First) (Middle) THE IMPACT OF ORGANIZATIONAL POLITICS ON THE WORK OF THE INTERNAL HUMAN RESOURCE PROFESSIONAL ________________________________________________________________________ (Title) Training and Development Dr. Kat Lui May 2004 65 ________________________________________________________________________ (Graduate Major) (Research Advisor) (Month/Year) (No. of Pages) American Psychological Association, 5th Edition ________________________________________________________________________ (Name of Style Manual Used in this Study) The coveted epicenter for the contemporary human resource professional is partnering with other internal business leaders to fulfill the organization’s mission through sound and ethical business principles and human resource practices. Over three decades, the discipline has matured into one that includes transactional practices along side the more sophisticated organizational development...
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...Google and apple Leadership styles There are a number of different approaches, or 'styles' to leadership and management that are based on different assumptions and theories. The style that individuals use will be based on a combination of their beliefs, values and preferences, as well as the organizational culture and norms which will encourage some styles and discourage others. * Charismatic Leadership * Participative Leadership * Situational Leadership * Transactional Leadership * Transformational Leadership * The Quiet Leader * Servant Leadership Charismatic Leadership Disciplines > Leadership > Leadership styles > Charismatic Leadership Assumptions | Style | Discussion | See also Assumptions Charm and grace are all that is needed to create followers. Self-belief is a fundamental need of leaders. People follow others that they personally admire. Style The Charismatic Leader gathers followers through dint of personality and charm, rather than any form of external power or authority. The searchlight of attention It is interesting to watch a Charismatic Leader 'working the room' as they move from person to person. They pay much attention to the person they are talking to at any one moment, making that person feel like they are, for that time, the most important person in the world. Charismatic Leaders pay a great deal of attention in scanning and reading their environment, and are good at picking up the moods and...
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...SECOND 21ST CENTURY ACADEMIC FORUM CONFERENCE AT HARVARD MARCH 8 - 10, 2015 MARTIN CONFERENCE CENTER HARVARD UNIVERSITY BOSTON, MA USA Teaching, Learning, and Research in the “Just Google It” Age CONFERENCE PROCEEDING VOL. 5, NO.1 ISSN: 2330-1236 Table of Contents Authors Paper Title Page Maryam Abdu Investigating Capital Structure Decisions and Its Effect on the Nigerian Capital Market 1 Norsuhaily Abu Bakar Rahimah Embong Ibrahim Mamat Ruzilawati Abu Bakar Idris Abd. Hamid Holistically Integraded Curriculum: Implications for Personality Development 16 Sandra Ajaps Geography Education in the Google age: A Case Study of Nsukka Local Government Area of Nigeria 30 Helen Afang Andow Impact of Banking Reforms on Service Delivery in the Nigerian Banking Sector 45 Billy Batlegang Green IT Curriculum: A Mechanism For Sustainable Development 59 Rozeta Biçaku-Çekrezi Student Perception of Classroom Management and Productive Techniques in Teaching 74 Thomas J.P.Brady Developing Digital Literacy in Teachers and Students 91 Lorenzo Cherubini Ontario (Canada) Education Provincial Policy: Aboriginal Student Learning 101 Jennifer Dahmen Natascha Compes Just Google It?! But at What Price? Teaching Pro-Environmental Behaviour for Smart and Energy-Efficient Use of Information and Communication Technologies 119 Marion Engin Senem Donanci Using iPads in a dialogic classroom: Mutually exclusive or naturally compatible? 132 Nahed Ghazzoul Teaching and Learning in...
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...CHAPTER 1 INTRODUCTION 1.1 Background of the study With diminishing finances, it is rarely possible for a library or information center to have enough resources to fulfill the needs of its clients. What is being delivered is only a portion of what their clients actually need (Ramos & Mohd Ali, 2005). Collaboration is widely recognized as the best way for libraries to cope with the ever increasing challenges: volume of information resources; nature and quality of information; user needs and expectations; information and communication technology competencies and infrastructure; inflated cost of information resources; and staffing needs. However, although these challenges have continued to prevail, libraries working under collaborative initiatives like the Consortium of Academic and Research Libraries in Illinois (CARLI) have registered tremendous success. This thesis reports the findings of a thorough study to establish the factors that have led to the success of CARLI and how such success factors can be applied in libraries of developing countries like Uganda. Emphasis is placed on the establishment of CARLI leadership, the sharing of responsibility and decision making processes as well as sources of funding for the consortium. Also central to the research study is exploration of the role and responsibility of participating member libraries and their contributions to and expectations from the consortium. I contend that lack of funding to facilitate consortium...
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...Organization http://org.sagepub.com/ Ways of constructing research questions: gap-spotting or problematization? Jörgen Sandberg and Mats Alvesson Organization 2011 18: 23 originally published online 15 July 2010 DOI: 10.1177/1350508410372151 The online version of this article can be found at: http://org.sagepub.com/content/18/1/23 Published by: http://www.sagepublications.com Additional services and information for Organization can be found at: Email Alerts: http://org.sagepub.com/cgi/alerts Subscriptions: http://org.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://org.sagepub.com/content/18/1/23.refs.html >> Version of Record - Feb 11, 2011 OnlineFirst Version of Record - Jul 15, 2010 What is This? Downloaded from org.sagepub.com at Sheffield Hallam University on January 18, 2014 Article Organization 18(1) 23–44 © The Author(s) 2011 Reprints and permission: sagepub. co.uk/journalsPermissions.nav DOI: 10.1177/1350508410372151 http://org.sagepub.com Ways of constructing research questions: gap-spotting or problematization? Jörgen Sandberg Mats Alvesson UQ Business School, University of Queensland, Australia Department of Business Administration, University of Lund, Sweden Abstract This article examines ways of constructing research questions from existing literature, which are likely to promote the development of interesting and influential...
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