[pic] Global Management Studies GMS 200: Introduction to Global Management Fall 2009 (Section 2) INSTRUCTOR INFORMATION Professor: Dr. Shavin Malhotra Class Room: Main LIB072 Class Time: Friday 12:00 to 15:00 Office: TRS 1-101 Office Hours: Monday 14:00 to 15:00 E-mail: shavin.malhotra@ryerson.ca Phone: 416- 979 5000 x 2445 Teaching Asst.: Issa Guindo E-mail: iguindo@ryerson.ca COURSE INFORMATION Pre-requisites and/or Exclusions: None Posting of Grades and Feedback
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100 100 50 750 Total Marks 100 100 100 100 100 100 100 50 750 Credits MBA 101 MBA 102 MBA 103 MBA 104 MBA 105 MBA 106 * MBA 107 * MBA 108 Principles and Practices of Management Organizational Behaviour Accounting for Management Quantitative Techniques Managerial Economics Business Communication Information Technology for Management Viva Voce Total Course Title 5 5 5 5 5 5 5 2 37 Credits Second Semester Course Code Contact Hours: 34 Hrs Load Marks Distribution Allocation L T P Internal External
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performing employee in a well-established organization • I plan on enhancing my skills and continuing my involvement in (related) professional associations. • Once I gain additional experience, I would like to move on from a technical position to management. • In the XYZ Corporation, what is a typical career path for someone with my skills and experiences Long accustomed to playing a pivotal role in corporate expansion overseas, traditional country executives began to fall from favor in the 1980s
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foundation, and without that they fall and they hurt themselves and those around them. Impact on Stakeholders In the house that Scrushy built, this author identifies several stakeholders impacted by the dishonesty, including: Richard Scrushy, his management team, his board of directors, his employees, the patients of HealthSouth, and the U.S. Government. This author will discuss the contributions and ramifications of the actions, or inactions of each. Richard Scrushy Richard Scrushy was a self-made
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This paper is submitted to & accepted in SEMILOKA NASIONAL “Better Management to Support Good Corporate Governance” Departemen Manajemen, Fakultas Ekonomi dan Manajemen, Institut Pertanian Bogor, September 16, 2006 LECTURERS’ COMPETENCIES: A CASE STUDY IN INTERNATIONAL UNIVERSITIES Sam PD Anantadjaya ETC & Foundation, Bandung 40198, Indonesia bmw@bdg.centrin.net.id Irma M. Nawangwulan English Tutorial Center, Bandung 40161, Indonesia englishtutorialcenter@yahoo.com Abstract The presence
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|WHAT IS ORGANIZATIONAL BEHAVIOR? | LEARNING OBJECTIVES After studying this chapter, students should be able to: 1. Define organizational behavior (OB) 2. Describe what managers do 3. Explain the value of the systematic study of OB 4. List the major challenges and opportunities for managers to use OB concepts 5. Identify the contributions made
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|WHAT IS ORGANIZATIONAL BEHAVIOR? | CHAPTER 1- OUTLINE What Manager’s Do |A. Importance of Developing Managers’ Interpersonal Skills | | |Companies with reputations as a good place to work—such as Pfizer, Lincoln Electric, Southwest Airlines, and |
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Intersect Investments Transformational Leadership Problem Solution: Intersect Investments Since September 11, 2001, financial service organizations have struggled to maintain existing clientele and gain additional customers. Intersect Investment Services is no exception. The rapidly changing climate has left Intersect Financial Services, CEO Frank Jeffers with an immediate decision to transform the financial institution. Through the volatile climate changes Intersect has managed slightly
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What is listening? Or rather what is considered listening? According to the International Listening Association, listening is defined as “the process of receiving, constructing meaning form, and responding to spoken and/or nonverbal messages” (DeVito, 2012). The actual definition for listening is defined as “to give ear to” (Merriam-Webster, 2013), and that’s the very true essence of listening; to give ear to, to hear with thoughtful attention, to pay attention. Managers in the workplace are well
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EXECUTIVE SUMMARY Justin Bell, assistant operations manager at Rockwater Insurance (RI), faces a difficult situation and must act quickly in order to prove his competence as a leader to his colleagues. Ideally, his decision must maintain the firm’s no-layoff history, encourage the tight-knit company atmosphere, and draw as little negative attention as possible. As a new employee in his grandfather's business, he must prove himself worthy of the position he was recently controversially given
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